People Flashcards
Three of your stakeholders have approached you regarding the difficulty they are having with one of your team members. This team member is making inappropriate jokes, continually interrupts others, and is argumentative and unwilling to listen to the stakeholders’ ideas. What is the offending team member lacking in this situation?
Training
Team-building activities
Interpersonal and team skills
Ground rules
Interpersonal and team skills
While all options listed may help the situation, interpersonal and team skills is the prominent area that the offending team member lacks.
Your project has kicked off, and you are beginning a series of overview sessions with key users to determine requirements for a new enterprise resource software implementation. One of your stakeholders is exceptionally contentious and throws obstacles up at every turn. One of the problems she has described does seem to be legitimate. There is an issue with the data from the legacy system that needs to be resolved before moving forward. Which of the following statements is not true regarding this situation?
You should approach this by defining the problem and focusing on separating causes and symptoms.
Your decision-making involves asking questions to determine whether the issues are internal or external to the project.
Your decision-making has a timing element.
You should use a two-step process involving problem definition and decision-making.
You should approach this by defining the problem and focusing on separating causes and symptoms.
Problem-solving involves asking questions to separate the causes of the problem from the symptoms. Decision-making involves considering alternative solutions to the problem. Choices are made from among the alternatives. Timing is important in decision-making, because good decisions made too soon or too late can turn into inferior solutions
You are in the process of facilitating a change control meeting. You review a change request that would double the scope of the project but would not yield a major increase in the project’s resulting benefits. You know that the submitter of the change request has a tendency to bloat a project’s scope without fully thinking through the impact, but as a result of their position in the company, their changes tend to be approved. What type of power does the submitter of the change request typically use?
Expert
Punishment
Legitimate
Referent
Legitimate, or formal, power comes as a result of the influencer’s position.
You are working on a critical project for your organization. The CEO has made it clear this is a top priority. One of the key stakeholders on your project resigned, and her replacement started about three weeks ago. She does not make time for you or seem to have the same level of urgency regarding this project as the CEO. You are concerned with overall project success and want to efficiently manage the processes involved with this project. All of the following are methods referred to within this scenario except for which one?
Ground rules
Data analysis
Decision-making
Meetings
Ground rules
This question describes activities associated with monitoring the engagement levels of stakeholders. The tools and techniques used to perform these activities include data analysis, decision-making, data representation, communication skills, interpersonal and team skills, and meetings. Ground rules are used to manage stakeholder engagement.
A project manager hosted a celebration for the project team to reward them for a job well done that led to the successful completion of a major project. It was clear to the project manager that the team was relaxed and enjoying themselves, with some talking about upcoming vacation plans. What type of project ending is this?
Starvation Integration Extinction Addition
Extinction is the best type of project ending, meaning that the project came to an end because it was completed and accepted by the stakeholders.
A project manager managing a small project has a total of 12 active stakeholders. How many lines of communication exist?
72 12 66 24
The formula for calculating lines of communication is as follows, where n represents the total number of stakeholders (you are already assumed to have been included in the number): n (n – 1) ÷ 2 Plug in the numbers to get the following: 12(12 - 1) ÷ 2 = 66.
A project manager is leading a project with team members dispersed globally. Which of the following tools or methods can the project manager use to create virtual workspaces? Select 2
Split the team in half by colocating them in two groups, using instant messaging software to connect them. Establish remote pairing using video conferencing tools to allow for face-to-face meeting options. Create a fishbowl window through an ongoing video conferencing feed between various locations. All of the above.
According to the Agile Practice Guide, there are various ways for geographically distributed teams to come together via a virtual workspace. Two examples provided include fishbowl windows and remote pairing.
To whom is the theory attributed that says people are motivated by the need for power, achievement, and affiliation?
Victor Vroom Douglas McGregor David McClelland Frederick Herzberg
The Achievement Theory is attributed to David McClelland and says people are motivated by the need for power, achievement, and affiliation. Vroom introduced the Expectancy Theory, Herzberg introduced the Hygiene Theory, and McGregor is known for Theory X and Theory Y
Lewis is a marketing associate reporting to Antwon, the company’s director of marketing. He pulls you aside to get your opinion about the latest project that he claims was his idea. He expresses frustration that Antwon was named sponsor of the project instead of himself. Based on the scenario presented, who is the correct project sponsor?
Neither Antwon Lewis Both
Based on the little information provided in the scenario, you can conclude that Antwon is the project sponsor through his title. A project sponsor is typically an executive in the organization with authority to assign resources and enforce decisions regarding the project. As a marketing associate, Lewis is least likely to be the sponsor, although it is possible that he may play an important role within the project.
A project manager meets with the team to increase cultural awareness by conducting training on cultural norms relating to countries they will be closely engaged with. What activity is the project manager engaged in?
Managing communications
Monitoring stakeholder engagement
Managing stakeholder engagement
Planning stakeholder engagement
The project manager is performing activities related to the Manage Stakeholder Engagement process. Interpersonal and team skills, a tool and technique of this process, involves cultural awareness.
One of your project’s deliverables requires skills in journalism. You have three resources working on the activities that need to be completed for this deliverable. One of the resources is beyond happy with her situation and tells you that she is finally in a project where she feels like she is performing at her peak potential. Which of the following statements best describes this situation?
This team member’s need has been fulfilled, and now, according to Maslow, the ability to advance, the opportunity to learn new things, and the challenges involved in the work become motivators.
This team member is describing the self-actualization level of Maslow’s Hierarchy of Needs.
Salary is not a motivator because her basic needs have been fulfilled.
The Expectancy Theory says that the importance of camaraderie with other team members is an important motivator
This team member is describing the self-actualization level of Maslow’s Hierarchy of Needs.
You are very interested in becoming a project manager. You have mentored with other experienced project managers in your organization to learn more about how to be an effective project manager. You’ve been told your organizational skills and communication skills are excellent. However, you need some additional training in accounting and budgeting skills, because you are weak in these general management areas. The mentor who was honest enough to tell you this explained it which of the following ways?
You will not be able to sit for the exam unless you get formal training in the general management areas. General management skills are likely to affect project outcomes. If you lack any of these skills, it could affect your project and your career adversely, so you should get some training in these areas. General management skills are important to your project outcomes, and Estimating Costs and Control Costs are two of the most important processes within the Executing phase of a project, so you should get some training in these areas. The Estimating Costs and Control Costs processes are under the Planning process group, and you will not be able to pass the questions on the PMP exam that pertain to these processes if you don’t get some training.
General management skills are likely to affect project outcomes. Estimating Costs is part of the Planning process group, and Control Costs is part of the Monitoring and Controlling process group. PMI requires either a degree or a certain number of years of experience in project management to sit for the exam, along with other requirements.
Reasons to Lyv is the top customer of a large marketing firm. Trudy is the president of Reasons to Lyv and has decided to launch a product that leverages new GPS tracking technology. She sits down with Roy, the project manager on the project, to discuss which stakeholders are resistant, unaware, neutral, supportive, or leading within the project. What activity are they performing?
Monitoring stakeholder engagement Planning stakeholder engagement Identifying stakeholders Managing stakeholder engagement
Trudy and Roy are carrying out activities associated with planning stakeholder engagement, which involves developing the approaches to engage stakeholders based on their interests, impact on the project, needs, and expectations.
You are a project manager for Dakota Software Consulting Services. You’re working with a major retailer that offers its products through mail-order catalogs. It’s interested in knowing customer characteristics, the amounts of first-time orders, and similar information. At one of your first project meetings, you explain to the team that quality is the number-one priority with this project and you will immediately deal with any project results (and those who caused them) that are not in keeping with this goal. The last software company that worked with this retailer was terminated because the quality of the end product was unacceptable. You tell the team there will be rewards for those who meet the quality requirements of this project. You also tell them the guidelines for escalating issues with the retailer and instruct them there are to be no deviations from this process. You want to know about anything that has the potential to become an issue. You conclude the meeting and return to your office to write the next status report. Which of the following is true regarding this question?
This behavior is most like the situational leadership style. This behavior is most like the transactional leadership style. This behavior is most like the transformational leadership style. This behavior is most like the democratic leadership style.
This question describes a transactional leadership style. Transactional leaders are autocratic, activity focused, and autonomous; they use contingent reward systems and manage by exception.
A project manager is interested in organizing the team based on individual team member strengths. What tool can they use to gain insights into team strengths and weaknesses, including how they make decisions, interact with others, and process information? Select 3
Training
Structured interviews
Attitudinal surveys
Ability tests
Structured interviews, ability tests, and attitudinal surveys are examples of individual and team assessments that can provide the project manager with insights into team member strengths and weaknesses. This enables them to be organized based on their strengths. Training is not an example of an assessment.
A project manager is preparing to send five engineers to Japan to install a high-security network. The engineers have never been outside of the United States before. Prior to their travel, the project manager asks the Japan-based manager to give the engineers an overview of their history, customs, and social norms. What is the project manager’s motive?
To take a breather after a hard day’s work To ensure the engineers understand how to interact abroad To prevent culture shock To teach the engineers about the Japanese culture
Working in a foreign country can bring about an experience called culture shock. When you’ve spent years acting in certain ways and expecting normal, everyday events to follow a specific course of action, you might find yourself disoriented when things don’t go as you expected. In this scenario, the project manager was attempting to prevent culture shock.
As part of establishing a new project team, a project manager chooses to create an official team charter. What will the project manager likely include within the document? Select 2
Decision-making criteria
Team responsibilities
Team assignments
Team values
The team charter is used to establish the team, clarify expectations, and create team norms. It typically highlights team values, agreements, and how the team will operate together throughout the project’s life. It may also define team ground rules and other expected behaviors.
You are in the process of facilitating a change control meeting. You review a change request that would double the scope of the project but would not yield a major increase in the project’s resulting benefits. You know that the submitter of the change request has a tendency to bloat a project’s scope without fully thinking through the impact, but as a result of their position in the company, their changes tend to be approved. You invite a financial analyst to the meeting to walk the team through the negative impact of the change request, and the team votes to reject the change. What type of power did you use?
Referent
Legitimate
Expert
Punishment
Expert power occurs when the person being influenced believes the person doing the influencing, typically because they are knowledgeable about the subject or have special abilities that make them an expert.
You are a project manager for a network cabling project for your organization. Your project team consists of six full-time employees and three contractors. They have all worked together on a previous project a year ago. You are new to the team. Which of the following is true?
According to Tuckman-Jensen, they will start with the storming stage of team development. According to Hersey and Blanchard, they will start with the forming stage of team development. According to Hersey and Blanchard, they will start with the performing stage of team development. According to Tuckman-Jensen, they will start with the forming stage of team development.
The stages of team development are as follows: forming, storming, norming, and performing. This model was developed by Tuckman-Jensen, and whenever a new member is added, the team reverts to the forming stage of development.
Alfred accepts a job as a security program manager, even though he is not qualified for the role. He reasons that he can learn on the job, despite not having met the position requirements. What value did Alfred fail to uphold?
Responsibility Honor Honesty Respect
Responsibility includes accepting assignments that you are qualified to take on. You should always honestly report your qualifications, your experience, and your past performance of services to potential employers, customers, PMI, and others.
Compromise
Collaborate
Avoid
Force
Compromise, also known as reconcile, involves resolving conflict by seeking to appease all parties involved (lose-lose outcome); collaborate is a win-win conflict-resolution technique that seeks to resolve the problem through open dialogue and varying perspectives; force, also known as direct, is a win-lose conflict-resolution technique where one person is able to get their way; and avoid, also known as withdraw, is a conflict-resolution technique where participants retreat from the situation in hopes that others will resolve the conflict.
Which of the following statements is true regarding lateral thinking? Select 2
- Lateral thinking is a tool and technique of the processes used when identifying risks.
- This is a way of reasoning and thinking about problems from perspectives other than the obvious.
- It is a form of parallel analysis.
- Edward de Bono created this term and has done extensive research on the topic.
Lateral thinking is a form of alternatives analysis often used to determine a project’s scope. It was created by Edward de Bono and serves as a means of reasoning and thinking about problems differently than what can be classified as evident.
A project manager is performing closure activities for the project and meets with the project sponsor to review the final report. The report reveals that the project budget is 90 percent consumed. The project sponsor expresses concern that there may be a risk of going over budget. How is the project manager likely to respond?
- Assure the project sponsor that the risk of going over budget is low.
- Email the project team to express disappointment in project spending.
- Agree with the project sponsor and begin risk mitigation activities.
- Take offense at the project sponsor’s lack of trust and confidence.
As the project progresses, project costs begin to taper off. The project is currently in the closing stage, and risk of overspending should be minimal at this point.
Your team has done an outstanding job, and you have notified their functional managers that their assignment is over. They are all reluctant to go back to their functional work group and are sorry to see the project come to an end. They enjoy working for you and say this project, and working for you, has been one of the best experiences of their career. Which of the following does this describe?
That you are likely a Theory Y manager
Recognition and rewards
The adjourning stage of team development
Maslow’s performing level on the Hierarchy of Needs
This describes the adjourning stage of team development.
At minimum, measuring stakeholder satisfaction typically occurs at what point of the project life cycle?
During project execution During project closure During project initiation During project planning
Measuring customer satisfaction is just one of the many activities that occur during administrative closure of a project. While some projects check in and measure satisfaction at key points throughout the project’s life cycle, it should occur during project closure at a minimum.
Nancy is a senior systems engineer who loves to work with people and can typically grasp the big picture. Because of her functional knowledge, organized nature, and ease in getting others to follow her lead, her manager decides to move her into a project manager role. Despite all of her strengths, Nancy struggles greatly with her first project. The first major milestone was missed, and the project was already over budget by $20,000. What part of the PMI Talent Triangle™ is Nancy missing?
Schedule management Leadership Strategic and business management Technical project management
The PMI Talent Triangle® consists of the following three categories of skill set: technical project management, leadership, and strategic and business management. With the project being over budget and behind schedule, Nancy is most likely lacking in formal project management training and knowledge.
You are a project manager working in a foreign country. You observe that some of your project team members are having a difficult time adjusting to their new environment. You provided them with training on cultural differences and the customs of this country before arriving, but they still seem uncomfortable and disoriented. Which of the following statements is true?
This is the result of working with teams of people from two different countries. This condition comes about when working in an unfamiliar environment or culture and is called culture shock. This condition is best resolved by providing diversity training to the team. This is the result of jet lag and travel fatigue.
When people work in unfamiliar environments, culture shock can occur. Training and researching information about the country you’ll be working in can help counteract this.
Your project sponsor approaches you with a small bonus check for your excellent work keeping costs in line with the budget. You think the amount of the bonus check is fair and deserved. Which of the following statements are true? Select 2
The reward is in line with the performance, and you should accept it.
Rewards and recognition systems are informal ways of promoting desirable behavior.
Rewards and recognition systems are created as a result of the project.
The reward is appropriately linked to the performance.
Rewards and recognition systems are formal ways of promoting desirable behavior.
Abiding by and complying with laws and regulations, confidentiality of information, and accepting assignments for which you are qualified as a project manager are examples of upholding which value?
Responsibility
Honesty
Respect
Honor
Responsibility is the act of making decisions that are for the good of the organization rather than ourselves, admitting our mistakes, and being responsible for the decisions we make (or those we don’t make) and the consequences that result, along with other actions. It represents one of four values that project management practitioners should uphold.
Carina is a principal project manager of You’ve Got Dogs, a specialty company that creates custom dog apparel and toys. As is part of her practice, she sits down with her sponsor to evaluate how the project is performing. She reviews feedback from the most recent prototype, which the team has produced successively to yield additional insight. Carina notes to the sponsor that the use of timeboxing has been helpful in reducing the uncertainty in the project. What type of life cycle is Carina using?
Waterfall Predictive Agile Iterative
Iterative life cycles use successive prototypes or proofs of concept to improve the product or result. Activities are repeated in cycles to produce new information and team insights.
You are working with your stakeholders and performing activities associated with the Executing process group. You are dealing with some issues involving the project objectives and are working to maintain consensus among the five stakeholders participating in this project. You have used both influencing and negotiating skills and have finally come to consensus on the issue at hand. Which of the following options best describes the contents of this question?
You are using the communication method tool and technique of the Plan Stakeholder Management process. You are using the interpersonal and team skills tool and technique of the Manage Stakeholder Engagement process. You are using the management skills tool and technique of the Control Stakeholder Engagement process. You are using the meetings tool and technique of the Plan Stakeholder Management process.
You are in the Executing processes, so therefore you are in the Manage Stakeholder Engagement process. This question describes the interpersonal and team skills tool and technique for this process.
A superuser of a customer relationship management system calls the project manager for assistance in resolving a system bug recently discovered by a member of his team. What has the project manager failed to do?
Release the project team back to their ongoing responsibilities, including the superuser community. Publish the final report of the project, which would detail how ongoing activities are to be addressed. Provide the appropriate training to superusers to ensure they are equipped to address bugs as they arise. Transition the ongoing support and maintenance of the system to the appropriate operational team.
As part of closing out a project, ongoing activities (such as support and maintenance) are transitioned to the appropriate teams. When this does not occur, project resources cannot be fully released from these activities.
Reasons to Lyv is the top client of a large marketing firm. Trudy is the president of Reasons to Lyv and has decided to launch a product that leverages new GPS tracking technology. She sits down with Roy, the project manager on the project, to discuss which stakeholders are resistant, unaware, neutral, supportive, or leading within the project. What tool or technique are they using?
Data gathering
Data analysis
Data representation
Expert judgment
Trudy and Roy are using the stakeholder engagement assessment matrix tool, which is part of the data representation tool and technique of the Plan Stakeholder Engagement process. This matrix classifies stakeholders in five ways: unaware, resistant, neutral, supportive, or leading.
Your manager requests a meeting with you. When you meet, she asks you about the third paragraph of the recent status report. She doesn’t understand what it means and believes that it may cast a bad light on her and the team. She asks you to explain, listens to your response, restates what you said, and then offers suggestions regarding how to phrase this type of information on future status reports. Which style of leadership and type of power does your manager practice?
Democratic and referent
Transformational and legitimate
Laissez-faire and reward
Transactional and punishment
The best response is transformational and legitimate. This leader is focusing on collaborating and influencing. She listens to your responses and then offers suggestions of her own. The situational style of leadership could have been a correct response to this question, but it wasn’t an option. Her power of leadership is legitimate because of the position she holds.
Maslow’s Hierarchy of Needs is a motivational theory that notes that humans have five basic needs arranged in a hierarchical order. What is the first set of needs that must be met before a person can move to the next level of needs in the hierarchy?
Basic physical needs Self-actualization Safety and security needs Social needs
Maslow’s Hierarchy of Needs notes that there are five sets of needs that must be met in the following hierarchical order: basic physical needs, safety and security needs, social needs, self-esteem needs, and self-actualization. The idea is that these needs must be met before the person can move to the next level of needs in the hierarchy.
You are a senior project manager working at a manufacturing plant that produces components used by the aviation industry. You have just finalized team assignments. What action are you likely to perform next?
Develop the team by refreshing team skills
Manage resources by monitoring activities
Develop the training plan
Review pre-assignments
You have just completed activities associated with building the project team. Activities associated with developing the team are likely to follow.
You are a contract project manager and have entered into the requirements-gathering phase of your project. Two of the departments you’re working with on this project have competing interests regarding this project and have done everything they can, including sabotage, to undermine the work so far. To finish up the requirements-gathering phase, you will have to exert some influence. Which of the following statements is true regarding influencing the organization? Select 3
- Influencing entails the ability to get things done.
- Power entails getting these two departments with competing interests cooperating effectively to achieve the goals of the project.
- Politics involves getting the people in these two departments to do things they wouldn’t otherwise do.
- Influencing requires an understanding of the formal and informal structures of the organization, including the use of power and politics.
Influencing entails the ability to get things done using power and politics. Power is the ability to get people to do things they wouldn’t ordinarily do, and it’s the ability to change minds and influence outcomes. Politics involve getting groups of people with diverse interests to cooperate creatively, even in the midst of conflict and disorder.
All of the following are methods used to develop project teams except for which one?
Negotiation Colocation Training Emotional intelligence
There are several methods and tools that a project manager can use to develop the project team, including colocation, virtual teams, communication technology, interpersonal and team skills (conflict management, influencing, motivation, negotiation, team building), recognition and rewards, training, individual and team assessments, and meetings. Emotional intelligence is used to manage versus develop teams.
A project manager presents a summary of project team roles and responsibilities, training needs, and recognition and rewards to the project sponsor for approval. In what activity are they engaged?
Developing the stakeholder engagement plan Identifying resource risk Developing the resource management plan Estimating project costs
Roles and responsibilities, training needs, and recognition and rewards are all elements documented in the resource management plan. Other elements covered in the plan are the list of methods for identifying resources, acquiring resources, project organizational charts, project team resource management, team development, and resource control.
Herzberg’s Hygiene Theory notes that there are two factors that contribute to motivation, one being hygiene factors. Which of the following represents the second factor?
Hygiene Self-actualization Motivators Basic needs
The Hygiene Theory states that hygiene and motivators are the two factors that contribute to motivators. Hygiene factors deal with work environment issues. Motivators deal with the substance of the work itself and the satisfaction one derives from performing the functions of the job.
You are in the process of hiring resources for a project. Some of the resources can be found within the organization, but three of the resources you’ve identified will be contracted from outside the organization. You need to consider previous experience, personal interests, personal characteristics, availability, and competencies and proficiency of the contractors as well as the internal staff. You have a friend who is looking for a job. He isn’t qualified for the position, but you know him well enough to know he will come up to speed quickly. A couple of training classes should do the trick. What process is this question describing, and which area of the PMI Code of Ethics and Professional Conduct does this question refer to?
- Manage Team and Honesty
- Plan Resource Management and Fairness
- Acquire Resources and Responsibility
- Develop Team and Respect
This question describes the enterprise environmental factors input of the Acquire Resources process and refers to the Responsibility section of the PMI Code of Ethics and Professional Conduct. Responsibility is concerned with making decisions that are for the good of the organization.
You are a new project manager and have always been self-motivated. You are destined to achieve good things and desire to attain the coveted PMP designation. Even after attaining the designation, you will strive to apply professional knowledge to your future projects and adhere to the PMI Code of Ethics and Professional Conduct. Which theory is described in this question, and what area of the PMI role delineation study does this question refer to?
Leadership Theory and responsibility Hygiene Theory and ensure personal integrity and professionalism Expectancy Theory and enhance professional competence Contingency Theory and contribute to the project management knowledge base
The Contingency Theory proposes that people are motivated to achieve levels of competency and will continue to be motivated even after the competency is reached. The area of the role delineation study this question refers to is contributing to the project management knowledge base.
Which of the following represents a key benefit of rapid delivery approaches?
The ability to work in increments The ability to get feedback The ability to get more done The ability to flow as a team
Obtaining feedback prevents the team from moving in the wrong direction. Early and continuous feedback allows for microcorrections to ensure stakeholder feedback is achieved and incremental value is delivered.
The project manager using a predictive delivery approach develops a project management plan to describe how the project will be executed, monitored, controlled, and closed. Which of the following is a valid tool to assist the project manager to assure the success of the project management plan?
Meetings Enterprise environmental factors Outputs from other processes Organizational process assets
Meetings are one of the four sets of tools and techniques used to develop the project management plan. Other tools and techniques include leveraging expert judgment, utilizing data gathering techniques (brainstorming, checklists, focus groups, interviews), and interpersonal and team skills (conflict management, facilitation, meeting management).
You are working on a project with contentious team members. You know if you resolve the conflicts, it will result in increased productivity and better working relationships. Most conflicts come about as a result of all the following except for which one?
Scheduling issues Personal work habits Cultural differences Availability of resources
When managing project teams, many conflicts come about as a result of scheduling issues, availability of resources, or personal work habits.
You are in the midst of some difficult procurement negotiations. The schedule, service-level agreements, and incentives have not been agreed upon. One of the parties representing the vendor lashes out at you during the negotiations. You were not expecting this outburst and are just about to stoop to their level when you remember which of the following in reference to the PMI Code of Ethics and Professional Conduct and the process you are currently performing?
- Your actions and you should maintain respect even though the other party is out of control. The Control Procurements process can be difficult when you are negotiating complex contracts.
- You can’t control the actions of others, but you can control your actions, and you should ensure personal integrity by controlling yourself even though the other party is out of control. The Control Procurements process can be difficult when you are negotiating complex contracts.
- You can’t control the actions of others, but you can control your actions, and you should maintain respect even though the other party is out of control. The Conduct Procurements process can be difficult when you are negotiating complex contracts.
- You can’t control the actions of others, but you can control your actions, and you should ensure personal integrity by controlling yourself even though the other party is out of control. The Conduct Procurements process can be difficult when you are negotiating complex contracts.
You should always maintain respect and professional demeanor when interacting with others. You can’t control their actions, but you can control your own. This question refers to the Conduct Procurements process. Procurement negotiation is a tool and technique of this process.
Dr. William Ouchi developed a theory that is concerned with increasing employees’ loyalty to their organizations and places emphasis on the well-being of the employees, both at work and outside of work. What is the name of this leadership theory?
Theory X Theory Y/Z Theory Y Theory Z
Theory Z was developed by Dr. William Ouchi. This theory is concerned with increasing employee loyalty to their organizations. This theory results in increased productivity, puts an emphasis on the well-being of the employees both at work and outside of work, encourages steady employment, and leads to high employee satisfaction and morale.
——- also known as reconcile, involves resolving conflict by seeking to appease all parties involved (lose-lose outcome)
Compromise
Avoid
Force
Collaborate
Compromise
——— is a win-win conflict-resolution technique that seeks to resolve the problem through open dialogue and varying perspectives
collaborate
—— is a win-lose conflict-resolution technique where one person is able to get their way
force/direct
——- is a conflict-resolution technique where participants retreat from the situation in hopes that others will resolve the conflict.
avoid/withdraw
Colocation is also known as what?
Dedicated teams
Effective teams
Virtual teams
Tight matrix
Colocation is also known as a tight matrix. These terms refer to placing many or all of the project team members physically together in the same place.
A role delineation study can best be described as which of the following?
A feasibility study
A credential
A business case
A job analysis
job analysis
Balancing stakeholder interests and attaining customer satisfaction are important activities for project managers. One of the best things you can do to ensure customer satisfaction is to define and document which of the following?
Select one Mark question
Estimates Objectives Requirements Quality
Defining the requirements and obtaining sign-off on the requirements will help you to ensure customer satisfaction. When stakeholders are aware of and agree to the requirements, they know exactly what the project is expected to deliver as well as what is not part of the deliverables.
Carina is a principal project manager of You’ve Got Dogs, a specialty company that creates custom dog apparel and toys. As part of her latest project, she struggles to rein in the team, who seem to be at each other’s throats. She knows everyone has good intentions, but they are not yet open and trusting with each other. What phase of the team development model is the team currently in?
Select one Mark question
Forming Norming Storming Performing
The team is currently in the storming phase of Tuckman’s team development model. In this phase, the team members begin to address the project work and are not yet collaborative or open with each other.
Which of the following statements is true regarding lateral thinking?
Select two Mark question
Edward de Bono created this term and has done extensive research on the topic. It is a form of parallel analysis. This is a way of reasoning and thinking about problems from perspectives other than the obvious. Lateral thinking is a tool and technique of the processes used when identifying risks.
Lateral thinking is a form of alternatives analysis often used to determine a project’s scope. It was created by Edward de Bono and serves as a means of reasoning and thinking about problems differently than what can be classified as evident.
Who is responsible for understanding the interests and personal agendas of stakeholders?
Select one Mark question
Project manager Project sponsor Project team Executive sponsor
The project manager is responsible for understanding the interests of stakeholders and getting in front of any potential conflict that may arise as a result of their personal interests.
A project manager is performing closure activities for the project and meets with the project sponsor to review the final report. The report reveals that the project budget is 90 percent consumed. The project sponsor expresses concern that there may be a risk of going over budget. How is the project manager likely to respond?
Select one Mark question
Agree with the project sponsor and begin risk mitigation activities. Take offense at the project sponsor’s lack of trust and confidence. Assure the project sponsor that the risk of going over budget is low. Email the project team to express disappointment in project spending.
As the project progresses, project costs begin to taper off. The project is currently in the closing stage, and risk of overspending should be minimal at this point.
The project sponsor of a project has just met with the organization’s senior executives to provide them with a summary of the latest project that is about to kick off. He introduces Yasmin, the project manager, and commits to the room of executives that the project is bound to be a success. Who assumes responsibility for the success of the project?
Select one Mark question
Project manager Senior executives Project sponsor Project team
While the project sponsor is typically accountable for the project, it is the project manager who assumes responsibility for the overall success of the project.
Which of the following best describes the performing stage of the team development model, developed by Tuckman?
Select one Mark question
The phase where the team members begin to address the project work and are not yet collaborative or open with each other The phase where the team is functioning as a well-organized unit and work through their issues smoothly The phase where team members meet and learn about the project and formalize their roles and responsibilities The phase where team members begin to work together and adjust their work habits and behaviors to support the team
In the performing phase, the team members reach the point where they are performing as a well-organized unit; they are interdependent, and they work well through the issues. Other options describe the forming, storming, and norming phases.
You’re the project manager for Dream Clinics, a research organization that specializes in sleep disorders. You’re working on an internal service project and are in the Executing process group. You negotiate with a manager to obtain resources for specific activities on the project that your team is not able to fulfill. These resources will roll off the project as soon as the activities are completed. Which of the following does this scenario describe?
Select one Mark question
Staffing requirements, which is information needed when acquiring resources Resource requirements, which are generated when carrying out resource requirement planning activities Interpersonal and team skills, which are capabilities used by project managers to acquire resources Resource pool description, which is information needed when planning out resource requirements
This describes the use of interpersonal and team skills, which is a common skill set used when acquiring resources. This often encompasses negotiation with other project managers and/or managers.
You are managing a project on contract. Your bonus is contingent on the timely completion of the project. The project is behind schedule, but the remaining tasks are easy to complete and won’t take more than a week. Which of the following is the most appropriate response?
Select one Mark question
Invoice the customer for the full amount of the contract at the originally scheduled completion date. Submit an invoice and complete the remaining tasks while the payment request is being processed because the work will be finished before the payment is made. Invoice the customer for the amount of work as of the actual project completion date. Tell the customer about the delay and negotiate a change to the schedule and/or invoice payment date and then bill for the full amount when the work is completed.
The most appropriate response is to tell the customer about the remaining tasks and work with them to modify the schedule date or modify the agreement regarding the payment date.
Victor Vroom developed a theory that recognizes the belief that a positive outcome drives motivation. You are looking for a new position as a program manager. You don’t have the experience for this level of responsibility, but you are rationalizing that if you have enough motivation and can fudge a bit of experience on the application, you’re showing initiative, and hopefully, the outcome will be in your favor. What theory is this question describing, and what area within the Responsibility domain of the PMI Code of Ethics and Professional Conduct does this question refer to?
Select one Mark question
Expectancy Theory and Accepting Assignments Self-actualization level of the Hierarchy of Needs and Conflict of Interest Hygiene Theory and Professional Demeanor Achievement Theory and Ensuring Integrity
The Expectancy Theory proposes that the expectation of a positive outcome drives motivation. Motivation may drive negative behaviors as well as positive ones. The Responsibility domain covers several elements including the following: ensuring integrity, accepting assignments, laws and regulations compliance, and confidential information. Accepting assignments concerns being honest about your qualifications, and fudging your experience is dishonest.
You are in the process of facilitating a change control meeting. You review a change request that would double the scope of the project but would not yield a major increase in the project’s resulting benefits. You know that the submitter of the change request has a tendency to bloat a project’s scope without fully thinking through the impact, but as a result of their position in the company, their changes tend to be approved. What type of power does the submitter of the change request typically use?
Select one Mark question
Punishment Legitimate Expert Referent
Legitimate, or formal, power comes as a result of the influencer’s position.
You are a project manager for Dakota Software Consulting Services. You’re working with a major retailer that offers its products through mail-order catalogs. It’s interested in knowing customer characteristics, the amounts of first-time orders, and similar information. At one of your first project meetings, you explain to the team that quality is the number-one priority with this project and you will immediately deal with any project results (and those who caused them) that are not in keeping with this goal. The last software company that worked with this retailer was terminated because the quality of the end product was unacceptable. You tell the team there will be rewards for those who meet the quality requirements of this project. You also tell them the guidelines for escalating issues with the retailer and instruct them there are to be no deviations from this process. You want to know about anything that has the potential to become an issue. You conclude the meeting and return to your office to write the next status report. Which of the following is true regarding this question?
Select one Mark question
This behavior is most like the situational leadership style. This behavior is most like the transformational leadership style. This behavior is most like the transactional leadership style. This behavior is most like the democratic leadership style
This question describes a transactional leadership style. Transactional leaders are autocratic, activity focused, and autonomous; they use contingent reward systems and manage by exception.
Sue is the head of an enterprise PMO. She delivers a presentation at the annual company meeting to describe her role’s responsibilities and the value of the PMO. As part of her presentation, Sue stresses the critical skill sets that PMs must have in order to be effective. She stresses one in particular, which is that PMs must exhibit the knowledge, skills, and behaviors needed to guide, motivate, and direct a team. What skill set is Sue referring to?
Select one Mark question
Leadership skills Business management and strategic skills Communication skills Technical project management skills
Sue is referring to leadership skills, which is one of the categories of skill set that make up the PMI Talent Triangle®. The PMBOK® Guide – Sixth Edition describes leadership as the knowledge, skills, and behaviors needed to guide, motivate, and direct a team to help an organization achieve its business goals.
You hold a position that is primarily concerned with satisfying stakeholder needs as well as issues such as plans, controls, budgets, policies, procedures, and team motivation. You have signed a nondisclosure agreement, promising not to give away trade secrets, and you have signed a noncompete agreement with your current employer that says you will not go to work for a competitor any sooner than 18 months after the date of your termination. You will be working with a virtual team, and during the hiring process, the members will be required to sign similar agreements, but their noncompete agreement is for 12 months rather than 18 months. Because this virtual team will have members from all over the globe, you should be concerned with one area in particular of the PMI Code of Ethics and Professional Conduct. Which of the following options best describes this situation?
Select one Mark question
You are a manager, working in the Develop Team process, and need to pay particular attention to fairness and stakeholder influence. You are a manager, working in the Develop Team process, and need to pay particular attention to cultural awareness and diversity training. You are a manager, working in the Acquire Resources process, and need to pay particular attention to cultural awareness and diversity training. You are a manager, working in the Acquire Resources process, and need to pay particular attention to fairness and stakeholder influence.
This question describes the Acquire Resources process because it states you will be hiring virtual team members from across the globe. Virtual teams are a tool and technique of this process. Because of the diversity of the team, you should pay particular attention to cultural awareness and perhaps provide diversity training.
You are working on the creation of a new television series. The producer for this series has informed you that he is the final decision-maker for all questions that arise during the course of the series. He tells you that he’ll set up a meeting with you to discuss the budget he’s set aside for the project. Your organization has created many winning series in the past, almost all of which had the same producer as the one for this project. The producer believes this will be the best series they have produced to date and has already generated a lot of excitement about this project. No other series on the air is like the series that’s being proposed. The series must be ready to debut during sweeps week in November. Which of the following is true?
Select one Mark question
The producer is the program manager. The producer is the project manager. The producer is the project sponsor. The producer’s only involvement on the project is to provide funds.
The producer is the project sponsor because the question states that he is the final decision-maker for all questions that arise on the project. He also created the budget, implying he has the authority to spend money on the project.
Nancy is a senior systems engineer who loves to work with people and can typically grasp the big picture. Because of her functional knowledge, organized nature, and ease in getting others to follow her lead, her manager decides to move her into a project manager role. Despite all of her strengths, Nancy struggles greatly with her first project. The first major milestone was missed, and the project was already over budget by $20,000. What part of the PMI Talent Triangle™ is Nancy missing?
Select one Mark question
Technical project management Strategic and business management Schedule management Leadership
The PMI Talent Triangle® consists of the following three categories of skill set: technical project management, leadership, and strategic and business management. With the project being over budget and behind schedule, Nancy is most likely lacking in formal project management training and knowledge.
You are a project manager working in a foreign country. You observe that some of your project team members are having a difficult time adjusting to their new environment. You provided them with training on cultural differences and the customs of this country before arriving, but they still seem uncomfortable and disoriented. Which of the following statements is true?
Select one Mark question
This is the result of working with teams of people from two different countries. This condition comes about when working in an unfamiliar environment or culture and is called culture shock. This condition is best resolved by providing diversity training to the team. This is the result of jet lag and travel fatigue.
When people work in unfamiliar environments, culture shock can occur. Training and researching information about the country you’ll be working in can help counteract this.
What motivational theory is a combination of Theory Y behaviors and the Hygiene Theory?
Select one Mark question
Contingency Theory Recognition and Rewards Theory Situational Leadership Theory Tannenbaum and Schmidt Continuum Management Theory
The Contingency Theory is a combination of Theory Y and the Hygiene Theory. It states that people are motivated to achieve levels of competency even after competency is reached.
Avoiding, accommodating, reconciling, directing, and problem-solving are all considered to be types of what?
Select one Mark question
Interpersonal and team skills Communication skills Power Conflict resolution
Conflict-resolution techniques include the following: withdraw/avoid, smooth/ accommodate, compromise/reconcile, force/direct, collaborate/problem-solve.
A superuser of a customer relationship management system calls the project manager for assistance in resolving a system bug recently discovered by a member of his team. What has the project manager failed to do?
Select one Mark question
Provide the appropriate training to superusers to ensure they are equipped to address bugs as they arise. Publish the final report of the project, which would detail how ongoing activities are to be addressed. Release the project team back to their ongoing responsibilities, including the superuser community. Transition the ongoing support and maintenance of the system to the appropriate operational team.
As part of closing out a project, ongoing activities (such as support and maintenance) are transitioned to the appropriate teams. When this does not occur, project resources cannot be fully released from these activities.
