The Role of the Project Manager

Question 1

Project Manager

Answer 1

Person assigned by the performing organization to lead the team that is responsible for achieving the project objectives.

Question 2

PMI Talent Triangle

Answer 2

• Technical Project Management
• Leadership
• Strategic and Business Management

Question 3

Technical Project Management

Answer 3

Skills to effectively apply project management knowledge to deliver the desired outcome for programs or projects.

Question 4

Leadership

Answer 4

Ability to guide, motivate, and direct a team. These skills may include demonstrating essential capabilities such as negotiation, resilience, communication, problem solving, critical thinking, and interpersonal skills.

Question 5

Strategic and Business Management

Answer 5

Ability to see the high-level overview of the organization and effectively negotiate and implement decisions and actions that support strategic alignment and innovations.

Question 6

Forms of Power

Answer 6

• Positional (a.k.a formal, authoritative, legitimate)
• Informational (control of gathering or distribution)
• Referent (respect or admiration others hold for the individual, credibility gained)
• Situational (gained due to unique situation such as a specific crisis)
• Personal or charismatic (charm, attraction)
• Relational (participates in networking, connections, alliances)
• Expert (skill, information possessed; experience, training, education, certification)
• Reward-oriented (ability to give praise, monetary or other desired items)
• Punitive or Coercive (ability to invoke discipline or negative consequence)
• Ingratiating (application of flattery or other common ground to win favor or cooperation)
• Pressure-based (limit freedom of choice or movement for the purpose of gaining compliance to desired action
• Guilt-based (imposition of obligation or sense of duty
• Persuasive (ability to provide arguments that move people to a desired course of action
• Avoiding (refusing to participate)

Question 7

Leadership Style - Laissez-faire

Answer 7

Allowing the team to make their own decisions and establish their own goals, a.k.a. taking a hands-off style

Question 8

Leadership Style - Transactional

Answer 8

Focus on goals, feedback and accomplishment to determine rewards; management by exception

Question 9

Leadership Style - Servant Leader

Answer 9

Demonstrates commitment to serve and put other people first; focuses on other people’s growth, learning , development, autonomy, well-being; concentrates on relationships, community and collaboration; leadership is secondary and emerges after service.

Question 10

Leadership Style - Transformational

Answer 10

Empowering followers through idealized attributes and behaviors, inspirational motivation, encouragement for innovation and creativity, and individual consideration.

Question 11

Leadership Style - Charismatic

Answer 11

Able to inspire; is high-energy, enthusiastic, self-confident; holds strong convictions

Question 12

Leadership Style - Interactional

Answer 12

Combination of Transactional, Transformational, and Charismatic

Question 13

Role of the Project Manager in Performing Integration

Answer 13

• Working with the project sponsor to understand the strategic objectives and ensure the alignment of the project objectives and results with those of the portfolio, program, and business areas.
• Responsible for guiding the team to work together to focus on what is really essential at the project level.

Question 14

Different Levels of Integration

Answer 14

• Process Level
• Cognitive Level
• Context Level

Question 15

Complexity within projects

Answer 15

A result of the organization’s system behavior, human behavior, and the uncertainty at work in the organization/environment.

Question 16

Three Dimensions of Complexity

Answer 16

• System behavior (interdependencies of components and systems)
• Human behavior (interplay between diverse individuals and groups
• Ambiguity (uncertainty of emerging issues and lack of understanding/confusion)