03-Project Manager Role-Terms

Question 1

The message receiver restates what’s been said to fully understand and confirm the message and it provides an opportunity for the sender to clarify the message if needed.

Answer 1

active listening

Question 2

This tool and technique solving begins with problem definition. Problem definition is the ability to discern between the cause and effect of the problem. Root-cause analysis looks beyond the immediate symptoms to the cause of the symptoms—which then affords opportunities for solutions.

Answer 2

active problem solving

Question 3

The project manager refuses to act, get involved, or make decisions.

Answer 3

avoiding power

Question 4

The leader is motivating, has high energy, and inspires the team through strong convictions about what’s possible and what the team can achieve. Positive thinking and a can-do mentality are characteristics of this leader.

Answer 4

charismatic leadership

Question 5

The project manager has deep skills and experience in a discipline (for example, years of working in IT helps an IT project manager better manage IT projects).

Answer 5

expert power

Question 6

The project manager aims to gain favor with the project team and stakeholders through flattery.

Answer 6

ingratiating power

Question 7

The individual has power and control of the data gathering and distribution of information.

Answer 7

informational power

Question 8

The leader is a hybrid of transactional, transformational, and charismatic leaders. This leader wants the team to act, is excited and inspired about the project work, yet still holds the team accountable for their results.

Answer 8

interactional leadership

Question 9

The project manager can make the team and stakeholders feel guilty to gain compliance in the project.

Answer 9

guilt-based power

Question 10

This management style is about aligning, motivating, and inspiring the project team members to do the right thing, build trust, think creatively, and to challenge the status quo.

Answer 10

leadership

Question 11

The leader takes a “hands-off” approach to the project. This means the project team makes decisions, takes initiative in the actions, and creates goals. While this approach can provide autonomy, it can make the leader appear absent when it comes to project decisions.

Answer 11

laissez-faire leadership

Question 12

Utilizing positional power to maintain, administrate, control, and focus on getting things done without challenging the status quo of the project and organization.

Answer 12

management

Question 13

Based on the audience and the message being sent, this process should be in alignment with the message.

Answer 13

media selection

Question 14

Meetings are forms of communication. How the meeting is led, managed, and controlled all influence the message being delivered. Agendas, minutes, and order are mandatory for effective communications within a meeting.

Answer 14

meeting management

Question 15

The project manager has a warm personality that others like.

Answer 15

personal or charismatic power

Question 16

In formal presentations, the presenter’s oral and body language, visual aids, and handouts all influence the message being delivered.

Answer 16

Presentation

Question 17

The project manager can restrict choices to get the project team to perform and do the project work.

Answer 17

pressure-based power

Question 18

Defines three areas of PDUs for PMI certified professionals to maintain their certification. These three components include includes technical project management, leadership, and strategic and business management.

Answer 18

PMI Talent Triangle

Question 19

The project manager’s power is because of the position she has as the project manager. This is also known as formal, authoritative, and legitimate power.

Answer 19

positional power

Question 20

PDUs are earned after the PMP to maintain the PMP certification. PMPs are required to earn 60 PDUs per three-year certification cycle. Of the 60 PDUs, a minimum of 35 hours must come from educational opportunities.

Answer 20

Professional Development Units (PDUs)

Question 21

The role of leading the project team and managing the project resources to effectively achieve the objectives of the project.

Answer 21

project manager

Question 22

The project manager can punish the project team.

Answer 22

punitive or coercive power

Question 23

The project manager is respected or admired because of the team’s past experiences with the project manager. This is about the project manager’s credibility in the organization.

Answer 23

referent power

Question 24

The project manager can reward the project team.

Answer 24

reward power

Question 25

Communication requires a sender and a receiver. Within this model may be multiple avenues to complete the flow of communication, but barriers to effective communication may be present as well.

Answer 25

sender-receiver models

Question 26

The leader puts others first and focuses on the needs of the people he serves. These leaders provide opportunity for growth, education, autonomy within the project, and the well-being of others. The primary focus of this leadership is service to others.

Answer 26

servant leadership

Question 27

The project manager has power because of certain situations in the organization.

Answer 27

situational power

Question 28

The tone, structure, and formality of the message being sent should be in alignment with the audience and the content of the message.

Answer 28

style

Question 29

The leader emphasizes the goals of the project and rewards and disincentives for the project team. This is sometimes called management by exception as it’s the exception that is reward or punished.

Answer 29

transactional leadership

Question 30

The leader inspires and motivates the project team to achieve the project goals. These leaders aim to empower the project team to act, be innovative in the project work, and accomplish through ambition.

Answer 30

transformational leadership