PMP Ch 9 - Communications Management Questions (Rita Ch 10), FSU COM5450 Exam 3 Prep
risk enhancement
Changing the size of an opportunity by identifying and maximizing key drivers of the positive risk
RACI charts
Charts that show Responsibility, Accountability, Consultation, and Informed roles for project stakeholders
groupthink
Conformance to the values or ethical standards of a group
sellers
Contractors, suppliers, or providers who provide goods and services to other organizations
cost reimbursable contracts
Contracts that involve payment to the supplier for direct and indirect actual costs
risk avoidance
Eliminating a specific threat or risk, usually by eliminating its causes
confrontation mode
Facing a conflict directly using a problem-solving approach that allows affected parties to work through their disagreements
hygiene factors
Factors that characterize the context or environment of a person's work. They can be a cause of job dissatisfaction unless appropriately applied by an organization.
influence diagram
A diagram that represents decision problems by displaying essential elements, including decisions, uncertainties, and objectives, and how they influence each other
decision tree
A diagramming analysis technique used to help select the best course of action when future outcomes are uncertain
bid
A document prepared by sellers to provide pricing for standard items that the buyer has clearly defined; also called a tender or quote (short for quotation)
proposal
A document prepared by sellers when there are different approaches for meeting buyer needs
risk register
A document that contains results of various risk management processes, often displayed in a table or spreadsheet format
staffing management plan
A document that describes when and how people will be added to a project team and taken off it
communications management plan
A document that guides project communications
Request for Proposal (RFP)
A document used to solicit proposals from prospective suppliers
Request for Quote (RFQ)
A document used to solicit quotes or bids from prospective suppliers
interviewing
A fact-finding technique that is normally done face to face, but can also occur through phone calls, e-mail, or instant messaging
risk breakdown structure
A hierarchy of potential risk categories for a project
time and material (T&M) contracts
A hybrid of fixed-price and cost-reimbursable contracts
watch list
A list of risks that have low priority but are still identified as potential risks
probability/impact matrix or chart
A matrix or chart that shows the relative probability of a risk occurring and the relative impact of the risk
responsibility assignment matrix (RAM)
A matrix that maps the work of a project, as described in the WBS, to the people responsible for performing the work, as described in the organizational breakdown structure (OBS)
Tuckman model
A model that describes five stages of team development: forming, storming, norming, performing, and adjourning
contract
A mutually binding agreement that obligates the seller to provide specified products or services and obligates the buyer to pay for them
risk management plan
A plan that documents the procedures for managing risk throughout a project
Myer-Briggs Type Indicator (MBTI)
A popular tool for determining personality preferences
hierarchy of needs
A pyramid structure illustrating Maslow's theory that people's behaviors are guided or motivated by a sequence of needs
Top Ten Risk Item Tracking
A qualitative risk analysis tool for identifying risks and maintaining an awareness of risks throughout the life of a project
rapport
A relation of harmony, conformity, accord, or affinity
Monte Carlo analysis
A risk quantification technique that simulates a model's outcome many times to provide a statistical distribution of the calculated results
organizational breakdown structure (OBS)
A specific type of organizational chart that shows which organizational units are responsible for particular work items
overallocation
A state in which not enough resources are available to perform the assigned work during a given time period --- This occurs when more resources than are available are assigned to perform work at a given time
brainstorming
A technique by which a group attempts to generate ideas or find a solution for a specific problem by amassing ideas spontaneously and without judgment
resource leveling
A technique for resolving resource conflicts by delaying tasks
sensitivity analysis
A technique used to show the effects of changing one or more variables on an outcome
issue log
A tool for managing the project team where the project manager documents, monitors and tracks issues that need to be resolved in order for the project to run smoothly
SharePoint portal
A tool that allows users to create custom Web sites to access documents and applications stored on shared devices
team development
Building individual and group skills to enhance project performance
triggers
Indications for actual risk events
Point of Total Assumption (PTA)
The cost at which the contractor assumes total responsibility for each additional dollar of contract cost in a fixed price incentive fee contract
risk appetite
The degree of uncertainty an entity is willing to take on in anticipation of a reward
risk factors
Numbers that represent the overall risk of specific events, given their probability of occurring and the consequence to the project if they do occur
Google Docs
Online applications offered by Google that allow users to create, share, and edit documents, spreadsheets, and presentations online
constructive change orders
Oral or written acts or omissions by someone with actual or apparent authority that can be construed to have the same effect as a written change order
subproject managers
People responsible for managing the subprojects of a larger project
deputy project managers
People who fill in for project managers in their absence and assist them as needed
fallback plans
Plans developed for risks that have a high impact on meeting project objectives, and implemented if attempts to reduce the risk are not effective
contingency plans
Predefined actions that the project team will take if an identified risk event occurs
forecasts
Predictions of future project status and progress based on past information and trends
runaway projects
Projects that have significant cost or schedule overruns
contingency reserves
Provisions held by the project sponsor or organization to reduce the risk of cost or schedule overruns to an acceptable level; also called contingency allowances
contingency allowances
Provisions held by the project sponsor or organization to reduce the risk of cost or schedule overruns to an acceptable level; also called contingency reserves
risk mitigation
Reducing the impact of a risk event by reducing the probability of its occurrence
progress reports
Reports that describe what the project team has accomplished during a certain period of time
status reports
Reports that describe where a project stands at a specific point in time
withdrawal mode
Retreating or withdrawing from an actual or potential disagreement
secondary risks
Risks that are a direct result of implementing a risk response
unknown risks
Risks that cannot be managed proactively because they have not been identified and analyzed
residual risks
Risks that remain after all of the response strategies have been implemented
known risks
Risks that the project team has identified and analyzed and that can be managed proactively
resource loading
The amount of individual resources an existing schedule requires during specific time periods
risk utility
The amount of satisfaction or pleasure received from a potential payoff
firm fixed price (FFP) contract
The buyer will pay one amount regardless of how much it costs the contractor to do the work.
risk tolerance
The maximum acceptable deviation an entity is willing to accept on a project or business objectives as the potential impact
risk owner
The person who will take responsibility for a risk and its associated response strategies and tasks
project procurement management
The processes required to acquire goods and services for a project from outside the performing organization
expected monetary value (EMV)
The product of a risk event probability and the risk event's monetary value
workarounds
Unplanned responses to risk events when no contingency plans are in place
compromise mode
Using a give-and-take approach to resolve conflicts; bargaining and searching for solutions that bring some degree of satisfaction to all the parties in a dispute
forcing mode
Using a win-lose approach to conflict resolution to get one's way
reward power
Using incentives to induce people to do things
expert power
Using one's personal knowledge and expertise to get people to change their behavior
coercive power
Using punishment, threats, or other negative approaches to get people to do things they do not want to do
Mcgregor
You can use management Theory X, which assumes that people need supervision and need to be pushed into doing something. Theory Y on the other hand is where you assume employees are self-motivated and you just need to motivate them so that they pull themselves towards the goal.
risk
An uncertainty that can have a negative or positive effect on meeting project objectives
wiki
A Web site that enables anyone who accesses it to contribute or modify content
risk neutral
A balance between risk and payoff
resource histogram
A column chart that shows the number of resources assigned to a project over time
project archives
A complete set of organized project records that provide an accurate history of the project
collaborating mode
A conflict-handling mode in which decision makers incorporate different viewpoints and insights to develop consensus and committment
termination clause
A contract clause that allows the buyer or supplier to end the contract
cost plus incentive fee (CPIF) contract
A contract in which the buyer pays the supplier for allowable performance costs along with a predetermined fee and an incentive bonus
cost plus percentage of costs (CPPC) contract
A contract in which the buyer pays the supplier for allowable performance costs along with a predetermined percentage based on total costs
cost plus fixed fee (CPFF) contract
A contract in which the buyer pays the supplier for allowable performance costs plus a fixed fee payment that is usually based on a percentage of estimated costs
cost plus award fee (CPAF) contract
A contract in which the buyer pays the supplier for allowable performance costs plus an award fee based on the satisfaction of subjective performance criteria
lump sum contract
A contract with a fixed total price for a well-defined product or service; also called a fixed-price contract
fixed price contract
A contract with a fixed total price for a well-defined product or service• also called a lump-sum contract '
statement of work (SOW)
A description of the work required for procurement
risk acceptance
Accepting the consequences if a risk occurs
procurement
Acquiring goods and services from an outside source
risk sharing
Allocating ownership of a risk to another party
unit pricing
An approach in which the buyer pays the supplier a predetermined amount per unit of service, and the total value of the contract is a function of the quantities needed to complete the work
synergy
An approach in which the whole is greater than the sum of the parts
extrinsic motivation
An approach that causes people to do something for a reward or to avoid a penalty
intrinsic motivation
An approach that causes people to participate in an activity for their own enjoyment
Delphi technique
An approach used to derive a consensus among a panel of experts to make predictions about future developments
make or buy decision
An organization's decision to make certain products and perform certain services inside the organization or to buy them from an outside organization
19. A project manager wants to more extensively involve the stakeholders on the project. Which of the following would be the BEST way to accomplish this? A. Have the stakeholders periodically review the list of project requirements B. Invite the stakeholders to attend project status meetings C. Send the status report to the stakeholders D. Constantly update the stakeholders on the status of all project changes
Answer A It seems like all of these are good ideas, but choice A helps discover errors and changes, and could therefore be considered the best choice.
23. The purpose of status meetings is to: A. Exchange information about the project B. Have team members report on what they are doing C. Issue work authorizations D. Confirm the accuracy of the costs submitted by the team
Answer A Many people select choice B, but the question asks for the purpose of such meetings. Team members' reporting on what they are doing may best be done outside of meetings. The main purpose is choice A.
17. A team member is visiting the manufacturing plant of one of the suppliers. Which of the following is the MOST important thing to be done in any telephone calls the project manager might make to the team member? A. Ask the team member to repeat back what the project manager says B. Review the list of contact information for all stakeholders C. Ask the team member to look for change requests D. Review the upcoming meeting schedule
Answer A Questions like this can drive one crazy. Although it asks for the most important thing, there are many choices that are reasonably correct. In questions like this, look for the most immediate need. In this case, the team member is in a manufacturing environment. That means that communications will most likely be blocked by noise. In order to have the issue at hand, the communication, taken care of, it is BEST for the project manager to use choice A.
28. Stakeholders can be identified in which project management process groups? A. Initiating, planning, executing, monitoring and controlling, and closing B. Initiating and planning C. Planning and monitoring and controlling D. Monitoring and controlling and closing
Answer A Stakeholders can be identified throughout the project management process groups. However, the earlier stakeholders are identified, the better for the project. If all of the stakeholders' needs and requirements are taken into account before plans are finalized and project work is begun, fewer changes will be needed later in the project, when they will be more costly.
26. When do stakeholders have the MOST influence on a project? A. At the beginning of the project B. In the middle of the project C. At the end of the project D. Throughout the project
Answer A Stakeholders must be identified and involved at the beginning of the project, in order to determine their requirements and expections. Remember that if this is not done early, the results may be expensive changes and/or dissatisfaction later in the project.
8. The project status report is an example of which type of communication? A. Formal written communication B. Formal verbal communication C. Informal written communication D. Informal verbal communication
Answer A The project status needs to be known by many people. Therefore, it is best to make this type of communication in writing so that it can be transmitted to many people. It is also formal in that it is an official report of the project. Therefore, choice A is the best answer.
7. Communications under a contract should tend toward: A. Formal written communication B. Formal verbal communication C. Informal written communication D. Informal verbal communication
Answer A When we talk about contracts, everything that we do is more formal than in other project activities. Records are also important, thus the need for written communication.
14. A project manager has a project team consisting of people in four countries. The project is very important to the company, and the project manager is concerned about its success. The length of the project schedule is acceptable. What type of communication should he use? A. Informal verbal communication B. Formal written communication C. Formal verbal communication D. Informal written communication
Answer B Because of the differences in culture and the distance between team members, formal written communication is needed.
12. Communication is the key to the success of a project. As the project manager, you have three stakeholders with whom you need to communicate. As such, you have six channels of communication. A new stakeholder has been added that you also need to communicate with. How many communications channels do you have now? A. 7 B. 10 C. 12 D. 16
Answer B Did you realize that the project manager is part of the communication channels? Therefore, there are actually four stakeholders to begin with and six channels of communication. The question is asking how many total channels of communication you have with a team of five people. The formula is [N x (N-l)]/2 or (5 x 4)/2 = 10.
5. Formal written correspondence with the customer is required when: A. Defects are detected B. The customer requests additional work not covered under contract C. The project has a schedule slippage that includes changes to the critical path D. The project has cost overruns
Answer B Everything that we do is more formal in a procurement environment than in other project activities. Because choice B deals with contracts, it is the best answer.
10. A large, one-year telecommunications project is about halfway done when you take the place of the previous project manager. The project involves three different sellers and a project team of 30 people. You would like to see the project's communications requirements and what technology is being used to aid in project communications. Where will you find this information? A. The project management plan B. The information distribution plan C. The bar chart D. The communications management plan
Answer D Although the information is found as a sub-plan to the project management plan (choice A), the communications management plan (choice D) is the best answer because it directly answers the question.
15. The project status meeting is not going weIl. Everyone is talking at the same time, there are people who are not participating, and many topics are being discussed at random. Which of the following rules for effective meetings is NOT being adhered to? A. Demonstrate courtesy and consideration of each other, and control who is allowed to speak B. Schedule meetings in advance C. Have a purpose for the meeting with the right people in attendance D. Create and publish an agenda and a set of rules for controlling the meeting
Answer D Choice A is not a "rule" for effective meetings. Since there is no indication that the meeting was not scheduled in advance (choice B) or that there isn't a purpose (choice C), these cannot be the best answers. "Discussed at randomn" implies no agenda (choice D). If an agenda is issued beforehand, people will follow the outline and should not need random discussions.
22. The project has 13 team members and affects over 15 departments in the organization. Because the project is 20 percent complete to date and the team has had successful performance reports from five of the affected departmnents, the project manager holds a party to celebrate. The project manager invites key stakeholders from all of the departments to the party, in order to give those providing good reviews an informal opportunity to communicate good things to those departments that have not yet been affected by the project. At the party, the project manager walks around to try to discover any relevant information that would help the project be more successful. He happens to hear a manager of one of the departments talking about setting up more regular meetings on the project. The BEST thing for the project manager to do would be to FIRST: A. Record the effectiveness of the party in the project lessons learned B. Review the information distribution methods on the project C. Hold a meeting of all the stakeholders to discuss their concerns D. Make sure the manager has a copy of the communications management plan so he is reminded that such concerns should be sent to the project manager
Answer B Many of these choices could be done, but ask yourself, "What is the most effective thing to do?" The party may well generate lessons learned, and recording them (choice A) would certainly be a good idea, but the question asked what to do first. There is a more immediate issue the manager. Choice C could also be useful, but it would require taking time of all the stakeholders when there is only one stakeholder, the manager, who definitely has an issue. Besides, a good project manager would be holding regular meetings with the stakeholders already. Choice D might be a good idea, as the manager apparently is not communicating with the project manager. However, this would not absolutely make sure the manager does communicate. The manager is, in effect, saying that he is not getting the information he needs. His lack of needed information is causing hirn to suggest more meetings. Too many meetings are a problem on projects. The concept of information distribution (choice B) is to determine who needs what information and plan how to get it to them. A great project manager does not just add meetings, but solves the real problem in the best way. That might take the form of changing a report or sending existing reports to different people rather than adding meetings. For these reasons, choice B is best.
9. When a project manager is engaged in negotiations, nonverbal communication skills are of: A. Little importance B. Major importance C. Importance only when cost and schedule objectives are involved D. Importance only to ensure you win the negotiation
Answer B Nonverbal communication carries 55 percent of the message you send. With this much at stake, nonverbal communication is of major importance.
20. During the middle of the project, things have been going well. The work authorization system has allowed people to know when to start work, and the issue log has helped keep track of stakeholders' needs. The benefit cost ratio has been improving, and the sponsor has expressed his appreciation for the team members' efforts by hosting a milestone party for the team. The project manager gets a call from a team member saying that the results from the completion of their activity's predecessor is two days late. Which of the following reasons would BEST describe why this occurred? A. The project manager was focusing on the sponsor's needs B. Functional management was not included in the communications management plan C. The successor activities should have been watched, not the predecessors D. The right people were not invited to the milestone party
Answer B Since there is no information about the sponsor or his needs in this situation and nothing presented here relates to sponsors, choice A cannot be best. Choice C cannot be best, as it is not a correct statement. One watches both predecessor and successor activities. Choice D cannot be best, as the attendance at the party and the issue at hand are not related. Often forgotten in communications management plans are the bosses of team members (functional management, since of course you remember that we are assuming a matrix organization). Including the bosses of team members in communications planning, requirements gathering, risk management, and other areas of project management helps make the project better. In addition, it helps the boss manage his own resources effectively. If the functional manager of the team member assigned to the predecessor activity had been included, he would have known when the team member was needed to do work for the project and the impact, if any, of delay. The communications management plan might also have included a method to communicate potential delays. For these reasons, choice B is best.
16. You have just been assigned as project manager for a large manufacturing project. This one-year project is about halfway done. It involves five different sellers and 20 members of your company on the project team. You want to quickly review where the project now stands. Which of the following reports would be the MOST helpful in finding such information? A. Work status B. Progress C. Forecast D. Communications
Answer B The key word is "quickly" The status report (choice A) is too detailed for a quick look. The forecast report (choice C) only looks into the future. The progress report (choice B) will summarize project status.
30. A particular stakeholder has a reputation for making many changes on projects. What is the BEST approach a project manager can take at the beginning of the project to manage this situation? A. Say "No" to the stakeholder a few times to dissuade him from submitting more changes B. Get the stakeholder involved in the project as early as possible C. Talk to the stakeholder's boss to find ways to direct the stakeholder's activities to another project D. Ask that the stakeholder not be included in the stakeholder listing
Answer B We cannot avoid the stakeholder (choices C and D), because he has a stake in the project. A project manager can say "No"' (choice A), but this does not solve the root cause. There may be some good ideas within those changes. The only choice that deals with the problem is choice B. Changes are not bad! Changes normally come from lack of input at the beginning of the project. If we begin effective communication with this stakeholder early (choice B), we stand a much better chance of discovering his changes during the planning process, when they will have less of an impact on the project.
1. Extensive use of ___ communication is most likely to aid in solving complex problems. A. Verbal B. Written C. Formal D. Nonverbal
Answer B Written communication allows your words to be documented, and they will go to everyone in the same form. When there are complex problems, you want everyone to receive the same thing.
11. Project information has been distributed according to the communications management plan. Some project deliverables have been changed in accordance with the project management plan. One stakeholder expressed surprise to the project manager upon hearing of a previously published change to a project deliverable. All stakeholders received the communication containing notification of the change. What should the project manager do? A. Determine why the stakeholder did not receive the information and let him know when it was published B. Ask the functional manager why the stakeholder did not understand his responsibility C. Review the communications management plan and make revisions if necessary D. Address the situation in the next steering committee meeting so others do not miss published changes
Answer C Choice A cannot be correct because the question states that all stakeholders received the information. Choices Band D do not address the root cause of the problem. The problem presented here shows that there is something missing in the communications management plan. The best answer is to review the communications management plan in order to prevent future problems and find any instances of similar problems.
3. The MOST likely result of communication blockers is that: A. The project is delayed B. Trust level is enhanced C. Conflict occurs D. Senior management is displeased
Answer C The major result of communication blockers and miscommunication as a whole is conflict.
13. Two people are arguing about what needs to be done to complete a work package. If the project manager wants to know what is going on, she should pay MOST attention to: A. What is being said and when B. What is being said, who is saying it, and the time of day C. Physical mannerisms and what is being said D. The pitch and tone of the voices, and physical mannerisms
Answer D Choices C and D both include nonverbal communication, which represents 55 percent of communication. Choice D adds paralingual communication (pitch and tone) and is thus the best choice.
18. A project manager overhears a conversation between two stakeholders who are talking about how unhappy they are with the impacts of the project on their own departments. Stakeholder A asks if the project is on time, and stakeholder B replies that the SPI is 1.05. Stakeholder A asks if the project manager for the project knows of stake holder B's concern. Stakeholder B responds that he is not sure. What is the BEST thing for the project manager to do? A. Make sure the stakeholders see that the project manager overheard and then ask them to direct any questions to the project manager in writing B. Make a presentation to all the stakeholders regarding the status of the project C. Send both stakeholders a copy of the issue log and ask for additional comments D. Arrange a meeting with both stakeholders to allow them to voice any concerns they may have
Answer D Here again is a question with more than one right answer. Would asking for something in writing be the best way to communicate? In this particular situation, asking for the concern to be in writing might alienate the stakeholders. Therefore, choice A cannot be best. The issue log (choice C) is where the issue should be listed, but the situation does not say if the project manager knows what the stakeholder's concern is. Therefore, C cannot be the best choice. Why not choice B? Notice the use of the words "all stakeholders" Why bother other stakeholders with this problem when the project manager already knows there may be some concern of stakeholders A and B to address, not all stakeholders. Choice B refers to making a presentation. Presentations are formal verbal. This problem would likely require informal verbal communication in order to discover the real problem. Choice D is therefore the best choice.
27. The project has been going well, except for the number of changes being made. The project is being installed into seven different departments within the company and will greatly improve departmental performance when operational. There are 14 project management processes selected for use on this project. The project manager is a technical expert as well as having been trained in communications and managing people. Which of the following is the MOST likely cause of the project problems? A. The project manager was not trained in understanding the company environment B. The project should have more management oversight since it will result in such great benefits to the company C. The project should have used more of the project management processes D. Some stakeholders were not identified
Answer D It is important he re to look for the choice that would solve the real problem. There is no reason to think that training (choice A), management oversight (choice B), or a need for more processes (choice C) are factors contributing to the number of changes. The root cause would be that stakeholders were missed and, therefore, their requirements were not found. Those stakeholders are now causing changes to accommodate their needs. The best choice is D.
6. A project manager has a problem with a team member's performance. What is the BEST form of communication for addressing this problem? A. Formal written communication B. Formal verbal communication C. Informal written communication D. Informal verbal communication
Answer D The best choice is D. If informal verbal communication does not solve the problem, choice A is the next best choice. This does not me an that you do not keep records of the problem, but this question is asking about communication between two parties.
25. The project manager is expecting a deliverable to be submitted by e-mail from a team member today. At the end of the day, the project manager contacts the team member to notify him that it has not been received. The team member apologizes and says that he was not able to e- mail the deliverable, and it was sent through themail instead. The team member goes on to explain that he notified the project manager that this would occur during a phone conversation they had while the project manager was traveling. "Wasn't that the conversation we had when I told you I could not hear you well due to poor cell phone coverage?" asks the project manager. "Yes," replies the team member. What could have avoided this problem? A. Paralingual communication B. Adding to the issue log after the phone call C. Better attention to determining communications requirements D. Feedback during the communication
Answer D The pitch and tone of voice (choice A) is not relevant here, as the project manager could not even hear what was being said. There were no issues recognized after the conversation, so none could be added to the issue log (choice B). This issue is not related to communications requirements, so choice C cannot be best. Saying, "I am not sure I properly heard what you said" during the conversation or asking for the message to be repeated back to the sender would have prevented this problem. This makes choice D the best option.
2. The work breakdown structure can be an effective aid for communication in which situation(s)? A. Internal within the project team B. Internal within the organization C. External with the customer D. Internal and external to the project
Answer D The work breakdown structure allows communication vertically and horizontally within the organization as well as outside the project.
29. If a project manager wants to report on the actual project results vs. planned results, she should use a: A. Trend report B. Forecasting report C. Status report D. Variance report
Answer D This situation describes the need to "compare," A trend report (choice A) shows performance over time. A forecasting report (choice B) looks only to the future. A status report (choice C) is generally static (relating to a moment in time). The only choice that compares project results is a variance analysis (choice D).
4. Communications are often enhanced when the sender ___ the receiver. A. Speaks up to B. Uses more physical movements when talking to C. Talks slowly to D. Shows concern for the perspective of
Answer D Understanding the receiver's perspective allows you to direct the communication to meet his needs.
24. The requirements of many stakeholders were not approved for inclusion in your project. Therefore, you had a difficult time receiving formal approval of the project management plan for this project. The stakeholders argued and held up the project while they held meeting after meeting about their requirements. The project was finally approved and work began six months ago. All of the following would be good preventive actions to implement EXCEPT: A. Keep a file of what requirements were not included in the project B. Make sure the change control process is not used as a vehicle to add the requirements back into the project C. Maintain an issue log D. Hold meetings with the stakeholders to go over the work that will not be added to the project
Answer D Why would choice D be the action not to take? Isn't it similar to choice A? Yes and no. This issue should be over, but since there were so many meetings and arguments about the requirements being removed, it is unlikely that the issue will be dropped by the stakeholders. However, since it has not come up again, and the project was started six months ago, spending time in a meeting is excessive. The other choices are easier and have less impact on the project and are therefore things that could be done.
21. A project manager has just been assigned a team that comes from many countries, including Brazil, Japan, the US, and Britain. What is her BEST tool for success? A. The responsibility assignment matrix (RAM) B. The teleconference C. Team communication with the WBS D. Communication and well-developed people skills
Answer D Working with people from different cultures, with different cultural values and beliefs, necessitates an understanding of both basic definitions and the areas of cultural impact. As project managers, we need to have good communication skills and a willingness to adapt to other cultures.
smoothing mode
Deemphasizing or avoiding areas of differences and emphasizing areas of agreement
flowcharts
Diagrams that show how various elements of a system relate to each other
risk exploitation
Doing whatever you can to make sure a positive risk happens
power
The ability to influence behavior to get people to do things they would not otherwise do
management reserves
Funds held for unknown risks
referent power
Getting others to do things based on a person's own charisma
legitimate power
Getting people to do things based on a position of authority
blogs
Journals on the Web that allow users to write entries, create links, and upload pictures, while readers can post comments to journal entries
empathic listening
Listening with the intent to understand
mirroring
Matching certain behaviors of another person
risk transference
Shifting the consequence of a risk and responsibility for its management to a third party
risk events
Specific uncertain events that may occur to the detriment or enhancement of the project
risk
averse - Having a low tolerance for risk
lessons
learned report - Reflective statements written by project managers and their team members to document important information they have learned from working on a project
risk
seeking - Having a high tolerance for risk