3 - PM Role

Question 1

active listening

Answer 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.

Question 2

active problem solving

Answer 2

Active problem 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.

Question 3

avoiding power

Answer 3

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

Question 4

charismatic leadership

Answer 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 a charismatic leader.

Question 5

expert power

Answer 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).

Question 6

ingratiating power

Answer 6

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

Question 7

informational power

Answer 7

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

Question 8

interactional leadership

Answer 8

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

Question 9

guilt-based power

Answer 9

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

Question 10

leadership

Answer 10

Leadership 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.

Question 11

laissez-faire leadership

Answer 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.

Question 12

management

Answer 12

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

Question 13

media selection

Answer 13

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

Question 14

meeting management

Answer 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.

Question 15

personal or charismatic power

Answer 15

The project manager has a warm personality that others like.

Question 16

presentation

Answer 16

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

Question 17

pressure-based power

Answer 17

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

Question 18

PMI Talent Triangle

Answer 18

Defines three areas of PDUs for PMI certified professionals to maintain their certification. The PMI Talent Triangle includes technical project management, leadership, and strategic and business management.

Question 19

positional power

Answer 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.

Question 20

Professional Development Units (PDUs)

Answer 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.

Question 21

project manager

Answer 21

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

Question 22

punitive or coercive power

Answer 22

The project manager can punish the project team.

Question 23

referent power

Answer 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.

Question 24

reward power

Answer 24

The project manager can reward the project team.

Question 25

sender-receiver models

Answer 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.

Question 26

servant leadership

Answer 26

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

Question 27

situational power

Answer 27

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

Question 28

style

Answer 28

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

Question 29

transactional leadership

Answer 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.

Question 30

transformational leadership

Answer 30

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

Question 31

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 31

active listening

Question 32

Active problem 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 32

active problem solving

Question 33

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

Answer 33

avoiding power

Question 34

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 a charismatic leader.

Answer 34

charismatic leadership

Question 35

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 35

expert power

Question 36

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

Answer 36

ingratiating power

Question 37

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

Answer 37

informational power

Question 38

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

Answer 38

interactional leadership

Question 39

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

Answer 39

guilt-based power

Question 40

Leadership 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 40

leadership

Question 41

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 41

laissez-faire leadership

Question 42

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

Answer 42

management

Question 43

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

Answer 43

media selection

Question 44

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 44

meeting management

Question 45

The project manager has a warm personality that others like.

Answer 45

personal or charismatic power

Question 46

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

Answer 46

presentation

Question 47

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

Answer 47

pressure-based power

Question 48

Defines three areas of PDUs for PMI certified professionals to maintain their certification. The PMI Talent Triangle includes technical project management, leadership, and strategic and business management.

Answer 48

PMI Talent Triangle

Question 49

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 49

positional power

Question 50

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 50

Professional Development Units (PDUs)

Question 51

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

Answer 51

project manager

Question 52

The project manager can punish the project team.

Answer 52

punitive or coercive power

Question 53

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 53

referent power

Question 54

The project manager can reward the project team.

Answer 54

reward power

Question 55

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 55

sender-receiver models

Question 56

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

Answer 56

servant leadership

Question 57

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

Answer 57

situational power

Question 58

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

Answer 58

style

Question 59

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 59

transactional leadership

Question 60

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

Answer 60

transformational leadership