3.0 Project Manager Role

Question 1

This 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 1

active problem solving

Question 2

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

Answer 2

Avoiding power

Question 3

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 3

Charismatic leadership

Question 4

The PM 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 4

Expert Power

Question 5

The PM aims to gain favor with the PM team and stakeholders through flattery

Answer 5

Ingratiating power

Question 6

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

Answer 6

Informational power

Question 7

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

Answer 7

Interactional leadership

Question 8

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

Answer 8

guilt-based power

Question 9

Its 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 9

Leadership

Question 10

The leader takes a “hands-off” approach to the project. This means the project team makes decisions, takes initaitive 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 10

Laissez-faire leadership

Question 11

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 11

management

Question 12

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

Answer 12

media selection

Question 13

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

Answer 13

Meeting Management

Question 14

The project manager has a warm personality that others like

Answer 14

personal or charismatic power

Question 15

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

Answer 15

Presentation

Question 16

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

Answer 16

Pressure-based power

Question 17

Defines 3 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 17

PMI Talent Triangle

Question 18

The PM’s power is because of the position she has as the project manager. Also known as formal, authoritative, and legimitate power

Answer 18

positional power

Question 19

These units are earned after the PMP to maintain the PMP certification. PMPs are required to earn 60 units per 3-year certification cycle.

Answer 19

Professional Development Units (PDUs)

Question 20

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

Answer 20

Project Manager

Question 21

The PM can punish the project team

Answer 21

punitive or coercive power

Question 22

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

Answer 22

referent power

Question 23

The project manager can revward the project team

Answer 23

reward power

Question 24

The leaders 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 is service to others.

Answer 24

servant leadership

Question 25

the PM has power because of certain situations in the organization.

Answer 25

Situational power

Question 26

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

Answer 26

style

Question 27

The leader emphasizes the goals of the project and rewards and disincentives for the project team. Sometimes called management by exception as its the exception that is reward or punished.

Answer 27

transactional leadership

Question 28

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 28

Transformational leadership