CH09 z quiz Project human resource management Flashcards
You are the project manager for the JHG Project. This project requires coordination with the director of manufacturing, HR, the IT department, and the CIO. This is an example of what type of input to organizational planning? A. Organizational interfaces B. Technical interfaces C. Interpersonal interfaces D. Human resource coordination
A. The reporting interfaces for this project—the director of manufacturing, HR, the IT department, and the CIO—are examples of the organizational interfaces. B is incorrect; technical interfaces are the technical gurus for the project, such as the engineers and designers. C, the interpersonal interfaces, is not the best choice because this relationship describes the different individuals working on the project. D, human resource coordination, is also incorrect.
You are the project manager for the JHG Project. This project requires coordination with the director of manufacturing, HR, the IT department, and the CIO. This is an example of what type of input to organizational planning? A. Organizational interfaces B. Technical interfaces C. Interpersonal interfaces D. Human resource coordination
You are the project manager of the Newton Construction Project. This project will use internal and external employees on your project team. Your project requires an electrician at month 8. This is an example of which of the following? A. Organizational interfaces B. Staffing requirements C. Contractor requirements D. Resource constraints
B. Because the project requires the electrician, a project role, this is a staffing requirement. A is incorrect because it does not accurately describe the situation. C is incorrect; contractor requirements would specify the procurement issues, the minimum qualifications for the electrician, and so on. D is incorrect; a resource constraint, while a tempting choice, deals more with the availability of the resource or the requirement to use the resource.
You are the project manager of the Newton Construction Project. This project will use internal and external employees on your project team. Your project requires an electrician at month 8. This is an example of which of the following? A. Organizational interfaces B. Staffing requirements C. Contractor requirements D. Resource constraints
You are the project manager of the PUY Project. This project requires a chemical engineer for seven months of the project, although there are no available chemical engineers within your department. This is an example of which of the following? A. Organizational interfaces B. Staffing requirements C. Contractor requirements D. Resource constraints
B. The project needs the resource of the chemical engineer to be successful. When the project needs a resource, it is a staffing requirement. A, C, and D are all incorrect. This is not a situation describing an organizational interface or contractor requirements. Resource constraints might include a requirement to use a particular resource or that a resource must be available when certain project activities are happening.
You are the project manager of the PUY Project. This project requires a chemical engineer for seven months of the project, although there are no available chemical engineers within your department. This is an example of which of the following? A. Organizational interfaces B. Staffing requirements C. Contractor requirements D. Resource constraints
You are the project manager in an organization with a weak matrix. Your project team will come from three different lines of business within the organization and they are also working on at least two other projects. Who will have the authority in your project? A. The project manager B. The customer C. Functional management D. The team leader
C. In a weak matrix structure, functional management will have more authority than the project manager. A, C, and D are all incorrect because these choices do not have as much authority on a project in a weak matrix environment as functional management will have.
You are the project manager in an organization with a weak matrix. Your project team will come from three different lines of business within the organization and they are also working on at least two other projects. Who will have the authority in your project? A. The project manager B. The customer C. Functional management D. The team leader
You are the project manager for the LMG Project. Your project will have several human resource issues that must be coordinated and approved by the union. Which of the following statements is correct about this scenario?
A. The union is considered a resource constraint.
B. The union is considered a management constraint.
C. The union is considered a project stakeholder.
D. The union is considered a project team member.
C. In this instance, the union is considered a project stakeholder because it has a vested interest in the project’s outcome. A is incorrect because the union is not a resource constraint; they are interested in the project management methodology and the project human resource management. B is incorrect; the union is the counterweight to the management of the organization, not to the project itself. D is also incorrect; the union is not a project team member.
You are the project manager for the LMG Project. Your project will have several human resource issues that must be coordinated and approved by the union. Which of the following statements is correct about this scenario?
A. The union is considered a resource constraint.
B. The union is considered a management constraint.
C. The union is considered a project stakeholder.
D. The union is considered a project team member.
You are the project manager of the PLY Project. This project is similar to the ACT Project you have completed. What method can you use to expedite the process of organizational planning?
A. Use the project plan of the ACT Project on the PLY Project.
B. Use the roles and responsibilities defined in the ACT Project on the PLY Project.
C. Use the project team structure of the ACT Project on the PLY Project.
D. Use the project team of the ACT Project on the PLY Project.
B. When projects are similar in nature, the project manager can use the roles and responsibilities defined in the historical project to guide the current project. A is incorrect; the entire project plan of the ACT Project is not needed. Even the roles and responsibilities matrix of the historical project may not be an exact fit for the current project. C is incorrect; copying the project team structure is not the best choice of all the answers presented. D is also incorrect because using the same project team may not be feasible at all.
You are the project manager of the PLY Project. This project is similar to the ACT Project you have completed. What method can you use to expedite the process of organizational planning?
A. Use the project plan of the ACT Project on the PLY Project.
B. Use the roles and responsibilities defined in the ACT Project on the PLY Project.
C. Use the project team structure of the ACT Project on the PLY Project.
D. Use the project team of the ACT Project on the PLY Project.
You are the project manager in your organization. Your project is part of a larger program led by Nancy Whitting. Nancy is a believer of McGregor’s Theory of X and Y. Which of the following is an example of Theory X?
A. Self-led project teams
B. Micromanagement
C. Team members able to work on their own accord
D. Earned value management
B. Theory X states that workers have an inherent dislike of work and will avoid it if possible. With regard to this theory, micromanagement is a method used to make certain workers complete their work. A and C are actually examples of McGregor’s Theory Y. D is incorrect because EVM is not directly related to McGregor’s Theory of X and Y.
You are the project manager in your organization. Your project is part of a larger program led by Nancy Whitting. Nancy is a believer of McGregor’s Theory of X and Y. Which of the following is an example of Theory X?
A. Self-led project teams
B. Micromanagement
C. Team members able to work on their own accord
D. Earned value management
You are the project manager of the PLN Project. The team members are somewhat afraid of you as project manager because they see you as management. They know that a negative review from you about their project work will impact their yearly bonus. This is an example of which of the following? A. Formal power B. Coercive power C. Expert power D. Referent power
B. When the project team is afraid of the power the project manager yields, this is called coercive power. A, C, and D are incorrect because they describe assigned, technical, and referential power over the project, respectively.
You are the project manager of the PLN Project. The team members are somewhat afraid of you as project manager because they see you as management. They know that a negative review from you about their project work will impact their yearly bonus. This is an example of which of the following? A. Formal power B. Coercive power C. Expert power D. Referent power
You are the project manager of the MMB Project. The president of the company has spoken to the project team and told them of the confidence and respect he has in you to lead the project to a successful completion. The project manager has what type of power on this project? A. Formal power B. Coercive power C. Expert power D. Halo power
A. The company president has assigned you to the position of the project manager, so you have formal power. B is incorrect because coercive power is the fear associated with the project manager. C is incorrect because expert power is derived from the project manager’s experience with the technology being implemented. D is also incorrect; halo power is not a viable answer to the question.
You are the project manager of the MMB Project. The president of the company has spoken to the project team and told them of the confidence and respect he has in you to lead the project to a successful completion. The project manager has what type of power on this project? A. Formal power B. Coercive power C. Expert power D. Halo power
Management has approached Tyler, one of your project team members. Tyler is a database administrator and developer whose work is always on time, accurate, and of quality. He also has a reputation of being a “good guy” and is well liked. Because of this, management has decided to move Tyler into the role of a project manager for a new database administration project. This is an example of which of the following? A. Management by exception B. The halo effect C. Management by objectives D. McGregor’s Theory of X and Y
B. The halo effect is the assumption that because the person is good at a technology, he would also be good at managing a project dealing with that said technology. A, C, and D are all incorrect because these do not describe the halo effect.
Management has approached Tyler, one of your project team members. Tyler is a database administrator and developer whose work is always on time, accurate, and of quality. He also has a reputation of being a “good guy” and is well liked. Because of this, management has decided to move Tyler into the role of a project manager for a new database administration project. This is an example of which of the following? A. Management by exception B. The halo effect C. Management by objectives D. McGregor’s Theory of X and Y
You are the project manager of the Holson Implementation Project for your company. It’s come to your attention that three of your project team members are in a disagreement about the direction the project work should take. This disagreement is stalling the project schedule and causing the other project team members to become uncomfortable. You need to resolve this situation quickly and professionally. Which problem-solving technique is the best for most project management situations? A. Confronting B. Compromising C. Forcing D. Avoiding
A. Confronting is the best problem-solving technique because it meets the problem directly. B is incorrect; compromising requires both sides on an argument to give up something. C is incorrect; forcing requires the project manager to force a decision based on external inputs, such as seniority, experience, and so on. D is also incorrect; avoiding ignores the problem and does not solve it.
You are the project manager of the Holson Implementation Project for your company. It’s come to your attention that three of your project team members are in a disagreement about the direction the project work should take. This disagreement is stalling the project schedule and causing the other project team members to become uncomfortable. You need to resolve this situation quickly and professionally. Which problem-solving technique is the best for most project management situations? A. Confronting B. Compromising C. Forcing D. Avoiding
Harold is an outspoken project team member. All of the project team members respect Harold for his experience with the technology, but often, things have to go in Harold’s favor or things do not go well. During a discussion on a solution, a project team member waves her arms and says, “Fine, Harold, do it your way.” This is an example of which of the following? A. A win-win solution B. A leave-lose solution C. A lose-lose solution D. A yield-lose solution
D. When Harold always has to win an argument and team members begin to give in to Harold’s demands simply to avoid the argument rather than finding an accurate solution, this is a yield-lose situation. A is incorrect because both parties do not win. B is incorrect because the project team member did not leave the conversation, but instead ended it. C is incorrect; a lose-lose is a compromise where both parties give up something.
Harold is an outspoken project team member. All of the project team members respect Harold for his experience with the technology, but often, things have to go in Harold’s favor or things do not go well. During a discussion on a solution, a project team member waves her arms and says, “Fine, Harold, do it your way.” This is an example of which of the following? A. A win-win solution B. A leave-lose solution C. A lose-lose solution D. A yield-lose solution
You are the project manager for the GBK Project. This project affects a line of business, and the customer is anxious about the success of the project. Which of the following is likely not a top concern for the customer? A. Project priorities B. Schedule C. Cost D. Personality conflicts
D. Personality conflicts are likely a concern for the customer, but are not as important as project priorities, schedule, and cost. The customer hired your company to solve the technical issues. A, B, and C are all incorrect because these are most likely the top issues for a company in a project of this magnitude.
You are the project manager for the GBK Project. This project affects a line of business, and the customer is anxious about the success of the project. Which of the following is likely not a top concern for the customer? A. Project priorities B. Schedule C. Cost D. Personality conflicts
There are several management theories that you should understand for your PMI exam and for your role as a project manager. Which theory believes that workers need to be involved with the management process? A. McGregor’s Theory of X and Y B. Ouchi’s Theory Z C. Herzberg’s Theory of Motivation D. Expectancy Theory
B. Ouchi’s Theory Z states that workers need to be involved with the management process. A is incorrect; McGregor’s Theory of X and Y believes that X workers don’t want to work and need constant supervision; Z workers will work if the work is challenging, satisfying, and rewarding. C is incorrect; Herzberg’s Theory of Motivation describes the type of people and what excites them to work. D, the expectancy theory, describes how people will work based on what they expect in return.
There are several management theories that you should understand for your PMI exam and for your role as a project manager. Which theory believes that workers need to be involved with the management process? A. McGregor’s Theory of X and Y B. Ouchi’s Theory Z C. Herzberg’s Theory of Motivation D. Expectancy Theory
You need a method to keep workers motivated and inspired on your project. This project has many conditions that the project team see as unfavorable, but they do like you as a project manager. \_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_ states that as long as workers are rewarded, they will remain productive. A. McGregor’s Theory of X and Y B. Ouchi’s Theory Z C. Herzberg’s Theory of Motivation D. Expectancy Theory
D. The Expectancy Theory describes how people will work based on what they expect in return. If people are rewarded because of the work they complete, and they like the reward (payment), they will continue to work. A, B, and C are all incorrect because these theories do not accurately describe the scenario presented.
You need a method to keep workers motivated and inspired on your project. This project has many conditions that the project team see as unfavorable, but they do like you as a project manager. \_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_ states that as long as workers are rewarded, they will remain productive. A. McGregor’s Theory of X and Y B. Ouchi’s Theory Z C. Herzberg’s Theory of Motivation D. Expectancy Theory
