PMP Chapter 3

Question 1

active listening

Answer 1

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

Question 2

active problem solving

Answer 2

Active problem solving 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, and 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 manage IT projects).

Question 6

informational power

Answer 6

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

Question 7

interactional leadership

Answer 7

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 8

guilt-based power

Answer 8

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

Question 9

leadership

Answer 9

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

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 goals. While this approach can provide autonomy, it can make the leader appear absent when it comes to project decisions.

Question 11

management

Answer 11

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 12

media selection

Answer 12

Based on the audience and the message being sent, the media should be in alignment with the message.

Question 13

meeting management

Answer 13

Meetings are forms of communication. How the meeting is led, managed, and controlled all influence the message being delivered. Agendas, minutes, and order are mandatory for effective communications within a meeting.

Question 14

personal or charismatic power

Answer 14

The project manager has a warm personality that others like.

Question 15

presentation

Answer 15

In formal presentations, the presenter’s oral and body language, visual aids, and handouts all influence the message being delivered.

Question 16

pressure-based power

Answer 16

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

Question 17

PMI Talent Triangle

Answer 17

Defines three areas of PDUs for PMI certified professionals to maintain their certification. The PMI Talent Triangle includes technical project management, leadership, and strategic and business management.

Question 18

positional power

Answer 18

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

Question 19

Professional Development Units (PDUs)

Answer 19

PDUs are earned after the PMP to maintain the PMP certification. PMPs are required to earn 60 PDUs per three-year certification cycle. Of the 60 PDUs, a minimum of 35 hours must come from educational opportunities.

Question 20

project manager

Answer 20

The role of leading the project team and managing the project resources to effectively achieve the objectives of the project.

Question 21

punitive or coercive power

Answer 21

The project manager can punish the project team.

Question 22

referent power

Answer 22

The project manager is respected or admired because of the team’s past experiences with the project manager. This is about the project manager’s credibility in the organization.

Question 23

reward power

Answer 23

The project manager can reward the project team.

Question 24

sender-receiver models

Answer 24

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 25

servant leadership

Answer 25

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 26

situational power

Answer 26

The project manager has power because of certain situations in the organization.

Question 27

style

Answer 27

The tone, structure, and formality of the message being sent should be in alignment with the audience and the content of the message.

Question 28

transactional leadership

Answer 28

The leader emphasizes the goals of the project and rewards and disincentives for the project team. This is sometimes called management by exception as it’s the exception that is reward or punished.

Question 29

transformational leadership

Answer 29

The leader inspires and motivates the project team to achieve the project goals. Transformational leaders aim to empower the project team to act, be innovative in the project work, and accomplish through ambition.