PMP Role

Question 1

Active Listening

Answer 1

Message receive 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

Begins with problem definition. Problem definition is 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

PM refuses to act, get involved, or make a decision.

Question 4

Charismatic Leadership

Answer 4

Lead 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 can-do mentality are characteristics.

Question 5

Expert Power

Answer 5

PM has deep skills and experience in a discipline (e.g., years of working in IT helps an IT PM better manage IT projects).

Question 6

Ingratiating Power

Answer 6

PM aims to gain favor with the project team and stakeholders through flattery.

Question 7

Informational Power

Answer 7

Individual has power and control of data gathering and distribution of information.

Question 8

Interactional Leadership

Answer 8

Leader is a hybrid of transactional, transformational, and charismatic leaders. Wants the team to act, is excited and inspired about the project work, yet still holds the team accountable.

Question 9

Guilt-based Power

Answer 9

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

Question 10

Leadership

Answer 10

Aligning, motivating, and inspiring the team to do the right thing, build trust, think creatively, and to challenge the status quo.

Question 11

Laissez-faire Leadership

Answer 11

Takes “hands-off” approach to project. Means team makes decisions, takes initiatives in actions, and creates goals. Approach can provide autonomy, can make leader appear absent when it comes to project decisions.

Question 12

Management

Answer 12

Utilizes positional power to maintain, administrate, control, and focus on getting things done without challenging the status quo of the project and organization.

Question 13

Media Selection

Answer 13

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

Question 14

Meeting Management

Answer 14

Meetings are forms of communication. How 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 15

Personal or Charismatic Power

Answer 15

PM has a warm personality that others like.

Question 16

Presentation

Answer 16

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

Question 17

Pressure-based Power

Answer 17

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

Question 18

PMI Talent Triangle

Answer 18

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

Question 19

Positional Power

Answer 19

PM’s power is because of the position she has as the PM. AKA formal, authoritative, or legitimate power.

Question 20

PDUs

Answer 20

Earned after the PMP to maintain the certification. Required to earn 60 PUs per three-year certification cycle. Minimum 35 hours must come from educational opportunities.

Question 21

PM

Answer 21

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

Question 22

Punitive or Coercive Power

Answer 22

PM can punish the project team.

Question 23

Referent Power

Answer 23

PM is respected or admired because of the team’s past experiences with the PM. About the PM’s credibility in the organization.

Question 24

Reward Power

Answer 24

PM can reward the project team.

Question 25

Sender-receiver Models

Answer 25

Communication requires a sender and a receiver. Within this model may be multiple avenues to complete flow of communication, but barriers to effective communication may be present as well.

Question 26

Servant Leadership

Answer 26

Leader puts others first and focuses on the needs of the people he serves. Provide opportunity for growth, education, autonomy within the project, and well-being of others. Primary focus is service to others.

Question 27

Situational Power

Answer 27

PM has power because of certain situations in the organization.

Question 28

Style

Answer 28

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

Question 29

Transactional Leadership

Answer 29

Leader emphasizes the goals of the project and rewards and disincentivizes for the project team. AKA management by exception as exception is rewarded or punished.

Question 30

Transformational Leadership

Answer 30

Leader inspires and motivates project team to achieve the project goals. Aim to empower the project team to act, be innovative in the project work, and accomplish through ambition.

Question 31

Key Influencing Skills

Answer 31

Communication and a positive attitude