10 - PMP Lesson 10 Quiz

The project manager is providing information to the stakeholders based on the communication management plan. At a recent meeting, he overheard two key stakeholders discussing the fact that they felt they were not accurately informed or up-to-date on the project status. What is the best ting for the project manager to do? A. Provide all of the stakeholders with a copy of the communications management plan B. Nothing, because he is following the communications plan C. Discuss project communication and the communications management plan at the next stakeholder meeting D. Increase the frequency and detail of the project communications

Workbook, Lesson 10, page 94, #1 Answer: C Because there is the potential that the communications are not effective, it will be appropriate to discuss the project communications and the communications management plan at the next meeting. Providing the stakeholders with a copy of the plan will not change the situation if something is wrong - theoretically they have all received a copy of the plan. It would not be acceptable to do nothing, as any communication issue must be addressed. Increasing the frequency and detail of the communications would be scope creek - outside of the initial scope definition. Do not let the fact that it states the "next stakeholder meeting" discourage you from the correct answer. The next meeting may be in a few hours.

The five stages of team development are: A. Forming, storming, norming, conforming, and adjourning B. Forming, storming, norming, performing, and adjourning C. Meeting, assignments, work progression, reporting, and disbanding D. Acquisition, assignment, status reporting, results, and re-assignment

Workbook, Lesson 10, page 94, #2 Answer: B The stages of team development (also known as Tuckman's ladder) are forming, storming, norming, performing, and adjourning.

Which of the following is not an input to the develop project team process: A. Human resource management plan B. Project staff assignments C. Enterprise environmental factors D. Resource calendars

Workbook, Lesson 10, page 94, #3 Answer: C While enterprise environmental factors (DDF) are common input, they are not an input to this process. The HR management plan will tell us how we are doing our training and team building, the staff assignments will tell us who we are training and team building, and the resource calendars will let us know when those resources are available for training and team building.

Which of the following is a true statement about team-building activities: A. They should only be conducted when the project is nearing completion B. Only top performers should participate C. They must be facilitated by the project manager D. They can range from brief agenda items to extended off-site activities

Workbook, Lesson 10, page 94, #4 Answer: D Team building activities can range from brief agenda items to more extensive activities. They should be conducted throughout the project, with all team members, and they need not be facilitated by the project manager to be effective.

Allison has recently assumed the project management of the office relocation project, which has been underway for a number of months. As Allison becomes familiar with the existing team members on the project, she observes their interactions and notices that they seem to be working independently and not collaboratively. When Jimmy offered a suggestion to streamline the tear-down of the cubical walls, Esmeralda, the facilities manager, became very defensive and shut the idea down quickly. In what stage of team development is the office relocation project team? A. Storming B. Norming C. Forming D. Performing

Workbook, Lesson 10, page 94, #5 Answer: A Upon reading the description of the project team, it at first appears to be that the project team is in norming. The key word in the question, is the word "defensive." Defensiveness tends to occur in teams that are storming.

Which of the following is not an objective of developing the project team? A. Improve knowledge and skills of team members in order to increase their ability to complete project deliverables, while lowering costs, reducing schedules, and improving quality B. Develop a permanent team structure that can stay in place and perform well despite organizational changes C. Improve feelings of trust and agreement among team members in order to raise morale D. Create a dynamic cohesive team culture to improve both individual and team productivity

Workbook, Lesson 10, page 94, #6 Answer: B Projects are temporary endeavors, therefore an objective would not be to develop a permanent team structure.

Questions that may arise when planning the acquisition of project team members generally include all of the following except: A. Whether the human resources come from within the organization or from external, contracted sources B. The costs associated with each level of expertise needed for the project C. Senior executive compensation D. The extent of assistance that the organization's human resource department can provide to the project management team

Workbook, Lesson 10, page 95, #10 Answer: C Senior executive compensation is typically not a question that would arise when planning the acquisition of your project team members.

You have a female team member that has met all of the requirements for promotion to a team leadership position. However, she is from a country where women are forbidden from holding leadership roles. How do you best handle this? A. Offer her the role B. Provide her with the financial compensation without the title C. Offer the role to the next person in line D. Provide her the role but do not change her title

Workbook, Lesson 10, page 95, #11 Answer: A Because she has bet the criteria for promotion, you would still offer her the position. She has the right to refuse the position if she feels that is is inappropriate for her.

The company you work for has experienced significant growth over the last few years. You have been a project manager for a number of years and have led multiple successful projects. All of your projects have leveraged co-located teams. Your manager has not assigned you to a project that will leverage the use of a virtual team. What is the first thing you should do? A. Refuse the project as you do not have experience managing a virtual team B. Identify the virtual team structure as a risk and document it on your risk register C. Modify your previous communication approach to ensure optimal and increased communication with the team members D. Leverage your plans from the previous successful projects as the basis for the current project

Workbook, Lesson 10, page 95, #12 Answer: C The first thing to evaluate would be your communication approach. What was successful on co-located teams may need to be modified for virtual teams. You do not have to refuse the project but it would be appropriate to let your manager know that it will be your first virtual project team. A virtual team, itself, will not necessarily be a risk, but there could be risks that arise as a result of the virtual team. Leveraging your plans from other projects would not incorporate the change needed for a virtual team.

As project manager, you witness two of your team members having a heated discussion in the break room. When you approach them, you realize that they are discussing the results of last night's reality TV show. How can you best handle this situation? A. Confront them, as disputes can interrupt project work B. Advise them to have personal discussions outside of work hours C. Smooth the conversation by pointing out that we all have different opinions D. Withdraw from the situation as it does not impact the project

Workbook, Lesson 10, page 95, #7 Answer: D While the question states that the discussion is "heated," there is no indication that their discussion is disrupting the work of the project or the work of the organization. As such, the most appropriate response would be to withdraw from the situation.

Why is observation and conversation a recommended technique for managing the project team? A. By observing and talking with the team, the project manager may become aware of issues and concerns that are not evident through non-interactive communication B. It is mandatory for a project manager to have interactive communication with all team members C. Interaction with the team will improve their trust in the project manager D. The project manager will be able to do more quickly identify quality control issues

Workbook, Lesson 10, page 95, #8 Answer: A Project managers that rely solely on emailed status reports may miss important details about their team members. It is important to interact with your team members to ensure that you are picking up on any issues that may not be conveyed within printed or emailed status reports.

Tools and techniques to acquire the project team include all of the following except: A. Pre-assignment B. Acquisition C. Staffing management plan D. Negoation

Workbook, Lesson 10, page 95, #9 Answer: C The staffing management plan is a component of the human resources management plan, and is not a tool/technique that is used to acquire the project team. Plans are either inputs or outputs, they are never tools/techniques. Pre-assignment, acquisition, negotiation, virtual teams, and multi-criteria decision analysis are the tools/techniques used to acquire the project team.

The project has been underway for a short period of time and two of your team members are having difficulty working together. When you approach them regarding the situation, one team member starts crying and the other team member is escalating and is now shouting. What is the best way to handle this situation? A. Allow the team members to work the issue out themselves with a problem-solving approach B. Using a compromising approach, ask each team member to come to a resolution they can both agree upon C. Using a forcing approach, directly resolve the conflict D. Using a smoothing approach, try to diffuse the emotion in the suitation

Workbook, Lesson 10, page 96, #13 Answer: D Because the team members are in a state of heightened emotion, it is unlikely they will respond well to any type of collaborative approach. The first thing to do would be to try and diffuse the emotion of the situation.

The new project you have been assigned has a very aggressive schedule and strict quality requirements as it is regulatory in nature. Upon evaluating the assigned team members, you realize that the team does not have the necessary skills to deliver upon their assignments. What is the best thing to do? A. Advise the sponsor that the project needs to be cancelled B. Place the project on-hold until appropriate resources are identified C. Document the skill gap and identify a plan to increase their knowledge D. Document the unskilled team as a risk

Workbook, Lesson 10, page 96, #14 Answer: C The best thing to do is to document the skill gap and put together a plan to increase their knowledge, ensuring to determine the cost and schedule implications of doing so. At that point, the information can be used to evaluate the project for feasibility

To ensure the best outcome for your project with the small team, you will be relocating the team members to a war room set-up so that they are co-located. This is also known as: A. Risk avoidance B. A tight matrix C. Peer-to-peer work D. Agile project management

Workbook, Lesson 10, page 96, #15 Answer: B A co-located team is also considered a tight matrix. While co-located teams are used in Agile project management approaches, they are also used in traditional project management.

Vocabulary: Incorporating multiple viewpoints and insights from different perspectives, leading to consensus and commitment

Workbook, Lesson 10, page 97, #1 Answer: Collaborating

Vocabulary: Stage of team development where team members are well-organized, interdependent, and working through issues smoothly and effectively

Workbook, Lesson 10, page 97, #10 Answer: Performing

Vocabulary: An organizational placement strategy where the project team members are physically located close to one another in order to improve communication, working relationships, and productivity

Workbook, Lesson 10, page 97, #11 Answer: Co-location

Vocabulary: A team that is geographically dispersed

Workbook, Lesson 10, page 97, #12 Answer: Virtual teams

Vocabulary: Utilizes a decision matrix to provide a systematic analytical approach for establishing criteria, such as risk levels, uncertainty, and valuation, to evaluate and rank many ideas

Workbook, Lesson 10, page 97, #13 Answer: Multi-criteria decision techniques

Vocabulary: Obtaining human resources necessary to perform project activities

Workbook, Lesson 10, page 97, #14 Answer: Acquisition

Vocabulary: Stage of team development where team members begin to work together and adjust work habits and behaviors to support the team, increasing their trust.

Workbook, Lesson 10, page 97, #15 Answer: Norming

Vocabulary: Stage of team development where team members are not working collaboratively or are not open to differing ideas and perspectives

Workbook, Lesson 10, page 97, #2 Answer: Storming

Vocabulary: One person forces a solution on another

Workbook, Lesson 10, page 97, #3 Answer: Forcing

Vocabulary: Neutralizes the emotion in the conflict but does not usually offer a long-term resolution

Workbook, Lesson 10, page 97, #4 Answer: Smoothing

Vocabulary: Formal or informal appraisals where project team members receive feedback from the people who supervise their project work

Workbook, Lesson 10, page 97, #5 Answer: Project performance appraisal

Vocabulary: Stage of team development where team members are isolated and not as open with one another

Workbook, Lesson 10, page 97, #6 Answer: Forming

Vocabulary: Formal or informal assessments of the project team's effectiveness, including indicators such as: improvement in skills, improvements in competencies and sentiments, reduced staff turnover rate

Workbook, Lesson 10, page 97, #7 Answer: Team performance assessment

Vocabulary: One or both parties give up on some of their interests in order to come to agreement

Workbook, Lesson 10, page 97, #8 Answer: Compromising

Vocabulary: Removing yourself from the conflict

Workbook, Lesson 10, page 97, #9 Answer: Withdrawing

Process/Output. The Key Output is provided, name the Process that creates it. Agreements

Workbook, Lesson 10, page 98, #1 Answer: Conduct Procurements

Process/Output. The Key Output is provided, name the Process that creates it. Quality management plan

Workbook, Lesson 10, page 98, #10 Answer: Plan Quality Management

Process/Output. The Key Output is provided, name the Process that creates it. Quality metrics

Workbook, Lesson 10, page 98, #11 Answer: Plan Quality Management

Process/Output. The Key Output is provided, name the Process that creates it. Resource calendars

Workbook, Lesson 10, page 98, #12 Answer: Acquire Project Team

Process/Output. The Key Output is provided, name the Process that creates it. Resource calendars

Workbook, Lesson 10, page 98, #13 Answer: Conduct Procurements

Process/Output. The Key Output is provided, name the Process that creates it. Risk management plan

Workbook, Lesson 10, page 98, #14 Answer: Plan Risk Management

Process/Output. The Key Output is provided, name the Process that creates it. Risk register

Workbook, Lesson 10, page 98, #15 Answer: Identify Risks

Process/Output. The Key Output is provided, name the Process that creates it. Selected sellers

Workbook, Lesson 10, page 98, #16 Answer: Conduct Procurements

Process/Output. The Key Output is provided, name the Process that creates it. Team performance assessments

Workbook, Lesson 10, page 98, #17 Answer: Develop Project Team

Process/Output. The Key Output is provided, name the Process that creates it. Work performance data

Workbook, Lesson 10, page 98, #18 Answer: Direct and Manage Project Work

Process/Output. The Key Output is provided, name the Process that creates it. Deliverables

Workbook, Lesson 10, page 98, #2 Answer: Direct and Manage Project Work

Process/Output. The Key Output is provided, name the Process that creates it. Human resource management plan

Workbook, Lesson 10, page 98, #3 Answer: Plan Human Resource Management

Process/Output. The Key Output is provided, name the Process that creates it. Issue log

Workbook, Lesson 10, page 98, #4 Answer: Manage Stakeholder Engagement

Process/Output. The Key Output is provided, name the Process that creates it. Process improvement plan

Workbook, Lesson 10, page 98, #5 Answer: Plan Quality Management

Process/Output. The Key Output is provided, name the Process that creates it. Procurement management plan

Workbook, Lesson 10, page 98, #6 Answer: Plan Procurement Management

Process/Output. The Key Output is provided, name the Process that creates it. Project communications

Workbook, Lesson 10, page 98, #7 Answer: Manage Communications

Process/Output. The Key Output is provided, name the Process that creates it. Project staff assignments

Workbook, Lesson 10, page 98, #8 Answer: Acquire Project Team

Process/Output. The Key Output is provided, name the Process that creates it. Quality checklists

Workbook, Lesson 10, page 98, #9 Answer: Plan Quality Management