Roles of a Project Manager

Question 1

What are the primary functions of a project manager?

Question 2

How is leadership different from management?

Question 3

What is the project manager’s sphere of influence?

Question 4

What are the project management competencies within each of the three key skill sets of the Project Management Institute (PMI) Talent Triangle?

Question 5

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.

Answer 5

active listening

Question 6

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.

Answer 6

active problem solving

Question 7

The project manager refuses to act, get involved, or make decisions.

Answer 7

avoiding power

Question 8

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.

Answer 8

charismatic leadership

Question 9

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).

Answer 9

expert power

Question 10

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

Answer 10

ingratiating power

Question 11

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

Answer 11

informational power

Question 12

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.

Answer 12

interactional leadership

Question 13

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

Answer 13

guilt-based power

Question 14

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.

Answer 14

leadership

Question 15

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.

Answer 15

laissez-faire leadership

Question 16

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

Answer 16

management

Question 17

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

Answer 17

media selection

Question 18

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.

Answer 18

meeting management

Question 19

The project manager has a warm
personality that others like.

Answer 19

personal or charismatic power

Question 20

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

Answer 20

presentation

Question 21

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

Answer 21

pressure-based power

Question 22

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.

Answer 22

PMI Talent Triangle

Question 23

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.

Answer 23

positional power

Question 24

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.

Answer 24

Professional Development Units (PDUs)

Question 25

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

Answer 25

project manager

Question 26

The project manager can punish the project team.

Answer 26

punitive or coercive power

Question 27

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.

Answer 27

referent power

Question 28

The project manager can reward the project team.

Answer 28

reward power

Question 29

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.

Answer 29

sender-receiver models

Question 30

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.

Answer 30

servant leadership

Question 31

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

Answer 31

situational power

Question 32

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

Answer 32

style

Question 33

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.

Answer 33

transactional leadership