Chapter 3

Question 1

Active Listening

Answer 1

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

Question 2

Active Problem-Solving

Answer 2

A form of problem solving that 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, 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 managed IT projects parentheses).

Question 6

Guilt-Based Power

Answer 6

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

Question 7

Informational Power

Answer 7

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

Question 8

Ingratiating Power

Answer 8

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

Question 9

Interactional Leadership

Answer 9

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 10

Laissez-Faire Leadership

Answer 10

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

Question 11

Leadership

Answer 11

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

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

a form of communication that involves how the meeting is lead, managed, and controlled to influence message being delivered. agendas, minutes, and order are mandatory for effective communication within a meeting.

Question 15

Personal or charismatic power

Answer 15

The project manager has a warm personality that others like.

Question 16

PMI talent triangle

Answer 16

define three areas of PDU’s for PMI certified professionals to maintain their certification: technical project management, leadership, and strategic and business management.

Question 17

Positional power

Answer 17

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

Question 18

Presentation

Answer 18

in a formal presentation, the presenters oral & body language, visual aids, and handouts all influence the message being delivered.

Question 19

Pressure based power

Answer 19

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

Question 20

Professional development units (PDUs)

Answer 20

credit for education and project management based experiences that are earned after the PMP to maintain the PMP certification. PMPs are required to earn 60 PDUs per 3 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 achieve the objectives of the project effectively.

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 teams past experiences with her. This is about the project manager’s credibility in the organization.

Question 24

Reward power

Answer 24

The project manager can reward a 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 offers rewards and disincentives to the project team. This is sometimes called management by exception, because it’s the exception that is rewarded 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, the innovative in the project work, and accomplished through ambition.