Chapter 3: The Role Of The Project Manager Flashcards
The project that Rod is undertaking is in the CVG organisation which uses an internal social media system for communications, involves people from many cultural backgrounds, and enables people to participate in project teams using online tools. Rod will manage his project, taking these factors into account. This is known as:
A. Integration at the cognitive level
B. Integration at the process level
C. Integration at the complex level
D. Integration at the context level
D. Integration at the context level
Which of the following is not a dimension of complexity:
A. Communications
B. System behaviour
C. Human behaviour
D. Ambiguity
A. Communications
Which of the following is not a characteristic of project complexity:
A. Containing multiple parts
B. Exhibiting dynamic interactions between the parts
C. Possessing a number of connections between the parts
D. Behaving in a static manner
D. Behaving in a static manner
Olivia is the manager of a software development project in the TYU company. She is managing a member of her project team who has been frequently late for work. After raising the issue repeatedly with the team member she has now decided that a formal warning has to be issued to the team member to try to get their behaviour to improve. This is which type of power:
A. Reward oriented
B. Punitive
C. Referent
D. Persuasive
B. Punitive
Domain knowledge is also known as:
A. Business knowledge
B. Technical knowledge
C. Interpersonal knowledge
D. All of these factors
A. Business knowledge
Which of the following is not a personality characteristic that is important for a project manager:
A. Cultural sensitivity
B. Authenticity
C. Political intelligence
D. Dominance
D. Dominance
Which of the following describes the role of the project manager most accurately:
A. The project manager focuses on providing management oversight of a functional or business unit
B. The project manager is responsible for ensuring that business operations are efficient
C. The project manager is the person assigned by the performing organisation to lead the team that is responsible for achieving the project objectives
D. None of the above
C. The project manager is the person assigned by the performing organisation to lead the team that is responsible for achieving the project objectives
Terry is the project manager in YHU company and works with people from inside and outside the organization to complete the project successfully, including stakeholders, suppliers, sponsors, and project team members who are all part of Terry’s:
A. Sphere of influence
B. Network
C. Community
D. Environmental enterprise factors
A. Sphere of influence
The top 2% of project managers, as designated by their bosses and team members distinguish themselves by:
A. Being good micro managers
B. Being able to manage many tasks at the same time
C. Being popular with team members
D. Demonstrating superior relationship and communication skills while displaying a positive attitude
D. Demonstrating superior relationship and communication skills while displaying a positive attitude
Other independent projects or projects that are part of the same program as that of the project manager may impact their project. Which of the following is not a reason for this:
A. Conflicts between members of the project team
B. Demands on the same resources
C. Priorities of funding
D. Alignment of project goals and objectives with those of the organization
A. Conflicts between members of the same project
Georgia is a project manager in the TRE construction company. She regularly keeps her project management skills up to date by attending training courses and participating in her local PMI chapter. This activity is known as:
A. Knowledge development
B. The learning process for a project manager
C. Knowledge transfer and integration
D. Professional development
C. Knowledge transfer and integration
Which of the following are elements of the PMI Talent Triangle:
A. Technical project management, Strategic and business management, Leadership
B. Technical project management, Strategic and business management, Authority
C. Technical project management, Visionary expression, Leadership
D. Technical project management, Tactical precision, Leadership
A. Technical project management, Strategic and business management, Leadership
Which of the following is not a technical project management skill:
A. Tailor both traditional and agile tools, techniques, and methods for each project
B. Make time to plan thoroughly and prioritize diligently
C. Manage project elements, including but not limited to: schedule, cost, resources, and risks
D. Explain to others the essential business aspects of a project
D. Explain to others the essential business aspects of a project
Which of the following is a strategic and business management skill that is desirable for a project manager:
A. Manage the project schedule
B. Tailor both traditional and agile tools, techniques, and methods for each project
C. Developing and applying pertinent product and industry expertise
D. Guide motivate and direct a team
C. Developing and applying pertinent product and industry expertise
Which of the following is not a leadership skill that is desirable for a project manager:
A. Negotiation
B. Communication
C. Critical thinking
D. Scheduling
D. Scheduling
Power that involves charm and attraction is known as:
A. Positional power
B. Personal or charismatic power
C. Punitive or coercive power
D. Ingratiating power
B. Personal of charismatic power
Which of the following is a characteristic of leadership:
A. Focus on relationships with people
B. Focus on systems and structure
C. Do things right
D. Ask how and when
A. Focus on relationships with people
Which of the following is a characteristic of management:
A. Innovate
B. Inspire trust
C. Ask what and why
D. Accept status quo
D. Accept status quo
Yvette is a project manager in JNM and likes to allow her team to make their own decisions and establish their own goals. Yvette’s leadership style is:
A. Transactional
B. Laissez-faire
C. Transformational
D. Interactional
B. Laissez-faire
The ability to think abstractly, to see things differently, to innovate is the personality trait:
A. Creative
B. Cultural
C. Intellectual
D. Systemic
A. Creative
PMBOK emphasizes this role for a project manager
The person who leads the team to achieve the project objectives
Examples of people project managers might work with outside of their project team but within the organization conducting the project
Managers
Project sponsors
Senior committees
The Project Management Office (PMO)
Examples of people project managers might work with outside of their project team and outside the organization conducting the project
Suppliers
Customers
Users of project outcomes
Oft-cited skills that excellent project managers must have to spread project vision and provide direction
Relationship-building and communication skills
Reasons that project managers will need to work with other project managers part of the same program
Division of resources
Coordination of project activity
Overall organization objectives
Ways that project managers fulfill their role as advocate for the project within the organization
Report on progress
Answer questions
Engage in discussions
Support project management generally
Particular to each organization, this will influence the relationships the project manager will have
Organization structure
These are some areas that project managers should pay attention to stay up to date
Trends in the industry they’re working in
The environment (economic and political conditions)
The area they specialize in
The project management profession
Making contributions to the project management profession
Three main areas described by the PMI Talent Triangle
Technical Project Management
Leadership
Strategic and Business Management
Framework for the PMI Talent Triangle
The Project Manager Competency Framework
Within the PMI Talent Triangle, Technical Project Management can be described this way
The technical knowledge and skills needed to manage projects
Within the PMI Talent Triangle, Leadership can be described this way
Guiding and motivating the project team
Within the PMI Talent Triangle, Strategic and Business Management can be described this way
Industry and organization knowledge that can be applied to improve business performance
Knowledge Areas in PMBOK
These describe many of the technical skills that are used in managing projects
Project manager knowledge that contributes to Technical Project Manager skills
Critical success factors Schedule Selected financial reports Issue log Appropriate application of technical knowledge and skills Sufficient time for project planning
Project manager knowledge that contributes to Strategic and Business Management skills
Impact on goals and objectives of the organization
Impact on operations of the organization
Activities throughout the organization/domain knowledge
The organization’s mission and strategy
Risks to the business
Financial implications
Project manager skills that contribute to Leadership skills
Guiding and motivating Negotiating Communicating Problem solving Critical thinking
Four types of power leaders may need to be able to deal with
Positional
Informational
Referent
Situational
Positional power
Power associated with a particular role
Informational power
Power obtained by having information
Referent power
Power given to someone because they are respected or admired
Situational power
Power due to circumstances that may exist
The difference between management and leadership for project managers
Management - associated with directing people to do things
Leadership - associated with guiding through inspiration and persuasion
Three common leadership styles
Laissez-faire
Transactional
Charismatic
Laissez-faire leadership style
People can do what they want
Transactional leadership style
Rewards are based on behaviours that are desired
Charismatic leadership style
Inspirational, often through energy and enthusiasm
Relationship between project manager and project sponsor
Alignment between the project and the organization, focus for the project team, and integration of processes, knowledge, and people
Perform Integrated Change Control process
Process used to make changes in the project to ensure that their impact throughout the project will be considered and addressed
Integration at the Cognitive Level
Integration of the project manager’s beliefs, knowledge, skills, understanding of the business, experience, and leadership, with their knowledge of the project management process
Integration at the Context Level
Integration of the project context with the project manager’s approach
