Executing Test 3 Flashcards
Effective project managers have the following characteristic:
knowledge
performance
personal commitment
all of the above
all of the above
An example of an intangible asset is
a utility
a fixture
a tool
goodwill
goodwill
What type of manager would most likely use the “management by objective” technique with employees?
A manager that follows Maslow’s acquired needs ladder.
A manager that employs Herzberg’s motivational theory.
A Theory Y manager.
A Theory X manager.
A Theory Y manager.
_______ skills create empathetic relationships with project team members. Being more sensitive to others helps motivate and establish cohesiveness.
Leadership
Team building
Organizational
Conflict management
Team building
What are the warning signs a third-party mediator is needed?
When the parties become suspicious and refuse to cooperate with each other.
When insults and threats of physical violence occur.
When stereotypes are exposed.
When the current situation begins to resemble past project experiences.
When the parties become suspicious and refuse to cooperate with each other.
Ernie believes that every worker does not dislike work, and considers it as natural as eating, playing, and sleeping. Ernie believes achieving self-actualization and satisfaction of personal needs is enough motivational reward, and if there was extra incentive, his team would not hesitate to work overtime to meet the deadline. Ernie manages according to ______ philosophy.
Maslow’s
Herzberg’ motivation
Theory Y
the acquired needs
Theory Y
Recognition, responsibility, achievement, and job satisfaction are
motivators.
achievement objectives.
coercion techniques.
essential to effective management.
motivators.
A benefit to using coercive power is
It maintains the organizational structure and enforces its culture.
The ultimate success of the manager becomes the subordinate’s success reward.
It can increase productivity when discipline is coupled with praise for good work.
It makes the organization stronger and more profitable.
It can increase productivity when discipline is coupled with praise for good work.
It is not advisable to wait until the numbers nosedive before changing management, methods, operation, or processes. What factor is NOT an effective indicator of a change or leadership problem?
Performance.
Degree of cooperation.
Commitment.
Dedication to accomplishing tasks.
Performance.
The project is running behind schedule. At a project progress meeting, Ernie informs his boss that the team has encountered unforeseen problems that have caused certain phases to be delayed or slow to complete, which might mean the scheduled deadline will not be met. The boss states that that the team just isn’t motivated to do the work and Ernie needs to threaten the members with no additional pay for any time the project extends past its scheduled completion date, or coerce or more closely control the team to meet the deadline. What management approach does the boss employ?
Maslow’s theory.
Theory X.
Theory Y.
Theory Z.
Theory X.
How is a request to potential sellers to submit a proposal or bid handled?
Formally.
By publishing the request in a newspaper.
By posting it on the internet.
any of the above.
any of the above.
What type of leader welcomes input and serious consultation, and is highly-supportive of employees?
Directing.
Supporting.
Delegating.
Coaching.
Coaching.
When issues arise during the course of managing the project team, the project manager may keep ______ to help the project team monitor issues until closure.
a resolution diary
an issue log
an action journal
a conflict report
an issue log
The difference between conflict resolution and conflict management is
Conflict management is general over the entire organization; conflict resolution is issue-specific.
Conflict management is long term; conflict resolution is short-term.
Conflict management and conflict resolution demand management intervention.
Conflict management assumes all conflict is bad; conflict resolution assumes all conflict has a solution.
Conflict management is long term; conflict resolution is short-term.
An important tool project managers use to effectively undertake and manage a variety of tasks and responsibilities is
Multi-tasking.
Mediating.
Coping.
Mainstreaming.
Multi-tasking.
When moral issues arise in interviewing, they are generally related to:
an inconvenient or hard to find interview location.
IQ tests given as part of the interview process.
specific background and credit check information discussed openly at the interview.
how the interview was conducted.
how the interview was conducted.
Effective managers may not be equally effective leaders. Under what conditions can leadership be “overplayed”?
When it is evaluated according to performance.
When the individual is assigned to lead a group or team.
When the role has not been fully defined.
When the role is not appropriately suited to the individual.
When it is evaluated according to performance.
What process oversees the staff management plan and tracks team and work performances?
Develop Project Team
Develop Human Resource Plan
Manage Team
all of the above
Manage Team
Tailoring considerations in resource management include
diversity
program management
synergy
ecological impact
diversity
Information documented in the issue log includes:
Changes to the project.
Added, substituted, or released team members during the project.
Recognitions and rewards.
Those responsible for resolving specific issues by a target date.
Those responsible for resolving specific issues by a target date.
Conflict is:
natural.
artificial.
a personal issue.
all of the above.
natural.
Techniques for resolving conflict include:
saving
combating
attacking
none of the above
none of the above
_______ can help reduce conflict
Team ground rules
Clearly defined roles and responsibilities
Communication planning
All of the above
All of the above
_______ is a general term used to describe a variety of ways people handle grievances.
Conflict development
Conflict resolution
Conflict strategy
Conflict management
Conflict management
Considerations for agile environments related to resource management include
legacy cultures.
non-collaborative approaches.
strict organizational structures.
self-organizing teams.
self-organizing teams.
Factors that influence conflict resolution methods include:
risks.
relative importance of conflict.
cost pressure.
none of the above.
relative importance of conflict.
The project management team monitors progress toward project deliverables through
project organization charts and schedules.
periodic team performance reviews.
observations and conversations with team members.
performance reports.
observations and conversations with team members.
Why is successfully managing conflict important?
Conflict wastes resources.
Constructive conflict enforces needed change.
Conflict resolution takes time away from the business focus.
Less conflict = greater productivity.
Less conflict = greater productivity.
What are some contributing sources of conflict?
Scarce resources.
Management policies.
Role definitions.
Unbalanced team assignments.
Scarce resources.
In the Norming phase:
lack of trust ensues
team members work together
the environment is destructive
none of the above
team members work together
Stages of team development include
storming
touring
melding
none of the above
storming
Effective decision making includes
focusing on goals to be served.
managing opportunity and risk.
studying environmental factors.
all of the above.
all of the above.
Selection criteria for resources used in decision making includes
analytical templates.
combating.
availability.
parametric estimating.
availability.
What types of specific issues and obstacles that prevent the project team from achieving its goals, are documented in the issue log?
Differences in opinion.
Situations that need to be investigated.
Responsibilities that arise that need to be assigned or reassigned.
Any of the above.
Any of the above.
James is setting up a project management office at a company. Setting up a PMO is a complex project as the scope and requirements of the project are continuously changing. The project is still in the initiating phase and during a brainstorming session a few functional managers could not agree on some of proposed project objectives and deliverables. What should James do in this situation?
Facilitate consensus between functional managers
Ignore the concerns as functional managers would never accept the existence of a PMO
Seek the project sponsors support to force the preferred decision
Issue a change request
Facilitate consensus between functional managers
An activity associated with Control Procurements is
identifying risks
making changes and corrections
evaluating project progress
communicating with stakeholders
making changes and corrections
A ______ is the formal bid request, prepared and sent to each seller by the buyer, defining and describing the requested procurement.
bid document
seller’s proposal
procurement document package
buyer’s proposal
procurement document package
A ______ is a formal seller-prepared document describing the seller’s ability and willingness to provide the requested products, services, or results described in the procurement documentation.
bid document
proposal
procurement document
call for bids
proposal
Inputs to Conduct Procurements include:
Project Management Plan
Seller proposals
Project documents
all of the above
all of the above
Outputs from Conduct Procurements include:
project documents updates
selected sellers
change requests
all of the above
all of the above
______ are those sellers asked to submit a bid, proposal, or quotation
Selected sellers
Procurement participants
Proposed sellers
Targeted sellers
Selected sellers
Sellers can be used to extend the team
under no circumstances
in agile environments
for tailoring considerations
in program management only
in agile environments
______ is a check on proposed pricing, which is then compared to the contract SOW. Significant variances between the two indicates the seller did not understand or failed to respond to the contract SOW, or the marketplace has changed.
A cost screening
A price rating
A cost comparison system technique
An independent estimate of costs
An independent estimate of costs
In Project Procurement Management, how do weighting systems work?
Each criterion is assigned a rating and an overall score is computed for each seller.
Minimum seller performance requirements are established and each seller is ranked based on past projects.
An independent estimate of cost is used to check the seller’s proposed pricing, and then compared to the contract SOW.
Performance quality ratings, delivery performance, and contract compliance are averaged and the seller ranked.
Each criterion is assigned a rating and an overall score is computed for each seller.
Bidder conferences serve
to review the SOW with the selected seller.
To ensure all prospective sellers understand the procurement.
To develop the qualified sellers list.
To interview prospective sellers.
To ensure all prospective sellers understand the procurement.
Source selection criteria includes:
Danger
Risk
Problems
none of the above
Risk
Evaluation criteria in procurement management is used to
rate proposals.
manage proposal submittals.
manage risk.
organize submittal review.
rate proposals.
Scope creep is:
When features are added without prior customer approval.
The adding of project (scope) functionality features without considering time involved.
Adding features and functionality without considering cost and resources.
All of the above.
All of the above.
If the project manager decides to “fast track” the project schedule, he or she is
adjusting logical relationships to produce network paths.
scheduling sequential activity phases so they will be performed in parallel.
making tradeoffs between the cost and schedule, to escalate activity completion.
adjusting leads and lags to produce a zero or positive total float.
scheduling sequential activity phases so they will be performed in parallel.
The critical path is
the longest path through the network diagram
the shortest path through the network diagram
seldom used in modern project management
ignored by stakeholders
the longest path through the network diagram
The schedule compression technique meets schedule constraints and imposed dates by
recognizing and evaluating project risks.
adjusting logical relationships to produce network paths.
shortening the project schedule without changing the project scope.
adding duration buffers.
shortening the project schedule without changing the project scope.
