3. Project Manager Role

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 begins with the 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-engery, and inspires the team through strong convictions about what’s possible and what the team can achieve. Postive thinking and a can-do mentally are characteristics of this.

Answer 4

Charismatic Leadership

Question 5

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

Answer 5

Expert power

Question 6

The project mangaer 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, These leaders 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 power

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

Answer 10

Leadership

Question 11

This leader takes a “hands-off” approach to the project. This means the project team makes decisions, takes initiative in the actions, and created 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

This utilizes 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, the media should be in
alignment with the message.

Answer 13

Media Selection

Question 14

These are forms of communication.
How this 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 these, 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. This 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.
They provide opportunity for
growth, education, autonomy within the
project, and the well-being of others. The
primary focus of 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

Answer 30

Transformational leadership