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CAPM > Chapter 3: The Role Of The Project Manager > Flashcards

Chapter 3: The Role Of The Project Manager Flashcards

1
Q

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

A

D. Integration at the context level

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2
Q

Which of the following is not a dimension of complexity:

A. Communications
B. System behaviour
C. Human behaviour
D. Ambiguity

A

A. Communications

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3
Q

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

A

D. Behaving in a static manner

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4
Q

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

A

B. Punitive

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5
Q

Domain knowledge is also known as:

A. Business knowledge
B. Technical knowledge
C. Interpersonal knowledge
D. All of these factors

A

A. Business knowledge

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6
Q

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

A

D. Dominance

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7
Q

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

A

C. The project manager is the person assigned by the performing organisation to lead the team that is responsible for achieving the project objectives

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8
Q

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

A. Sphere of influence

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9
Q

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

A

D. Demonstrating superior relationship and communication skills while displaying a positive attitude

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10
Q

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

A. Conflicts between members of the same project

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11
Q

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

A

C. Knowledge transfer and integration

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12
Q

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

A. Technical project management, Strategic and business management, Leadership

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13
Q

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

A

D. Explain to others the essential business aspects of a project

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14
Q

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

A

C. Developing and applying pertinent product and industry expertise

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15
Q

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

A

D. Scheduling

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16
Q

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

A

B. Personal of charismatic power

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17
Q

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

A. Focus on relationships with people

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18
Q

Which of the following is a characteristic of management:

A. Innovate
B. Inspire trust
C. Ask what and why
D. Accept status quo

A

D. Accept status quo

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19
Q

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

A

B. Laissez-faire

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20
Q

The ability to think abstractly, to see things differently, to innovate is the personality trait:

A. Creative
B. Cultural
C. Intellectual
D. Systemic

A

A. Creative

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21
Q

PMBOK emphasizes this role for a project manager

A

The person who leads the team to achieve the project objectives

22
Q

Examples of people project managers might work with outside of their project team but within the organization conducting the project

A

Managers
Project sponsors
Senior committees
The Project Management Office (PMO)

23
Q

Examples of people project managers might work with outside of their project team and outside the organization conducting the project

A

Suppliers
Customers
Users of project outcomes

24
Q

Oft-cited skills that excellent project managers must have to spread project vision and provide direction

A

Relationship-building and communication skills

25
Q

Reasons that project managers will need to work with other project managers part of the same program

A

Division of resources
Coordination of project activity
Overall organization objectives

26
Q

Ways that project managers fulfill their role as advocate for the project within the organization

A

Report on progress
Answer questions
Engage in discussions
Support project management generally

27
Q

Particular to each organization, this will influence the relationships the project manager will have

A

Organization structure

28
Q

These are some areas that project managers should pay attention to stay up to date

A

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

29
Q

Three main areas described by the PMI Talent Triangle

A

Technical Project Management
Leadership
Strategic and Business Management

30
Q

Framework for the PMI Talent Triangle

A

The Project Manager Competency Framework

31
Q

Within the PMI Talent Triangle, Technical Project Management can be described this way

A

The technical knowledge and skills needed to manage projects

32
Q

Within the PMI Talent Triangle, Leadership can be described this way

A

Guiding and motivating the project team

33
Q

Within the PMI Talent Triangle, Strategic and Business Management can be described this way

A

Industry and organization knowledge that can be applied to improve business performance

34
Q

Knowledge Areas in PMBOK

A

These describe many of the technical skills that are used in managing projects

35
Q

Project manager knowledge that contributes to Technical Project Manager skills

A 
Critical success factors
Schedule
Selected financial reports
Issue log
Appropriate application of technical knowledge and skills
Sufficient time for project planning
36
Q

Project manager knowledge that contributes to Strategic and Business Management skills

A

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

37
Q

Project manager skills that contribute to Leadership skills

A 
Guiding and motivating
Negotiating
Communicating
Problem solving
Critical thinking
38
Q

Four types of power leaders may need to be able to deal with

A

Positional
Informational
Referent
Situational

39
Q

Positional power

A

Power associated with a particular role

40
Q

Informational power

A

Power obtained by having information

41
Q

Referent power

A

Power given to someone because they are respected or admired

42
Q

Situational power

A

Power due to circumstances that may exist

43
Q

The difference between management and leadership for project managers

A

Management - associated with directing people to do things

Leadership - associated with guiding through inspiration and persuasion

44
Q

Three common leadership styles

A

Laissez-faire
Transactional
Charismatic

45
Q

Laissez-faire leadership style

A

People can do what they want

46
Q

Transactional leadership style

A

Rewards are based on behaviours that are desired

47
Q

Charismatic leadership style

A

Inspirational, often through energy and enthusiasm

48
Q

Relationship between project manager and project sponsor

A

Alignment between the project and the organization, focus for the project team, and integration of processes, knowledge, and people

49
Q

Perform Integrated Change Control process

A

Process used to make changes in the project to ensure that their impact throughout the project will be considered and addressed

50
Q

Integration at the Cognitive Level

A

Integration of the project manager’s beliefs, knowledge, skills, understanding of the business, experience, and leadership, with their knowledge of the project management process

51
Q

Integration at the Context Level

A

Integration of the project context with the project manager’s approach

CAPM (14 decks)

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