Question 1

What does "PMO" stand for? What is its purpose?

Accepted Answer

One of the ways of addressing some of th

Question 2

It is critical to a project's success to have top management support.

Accepted Answer

A) True 
 B)False

Question 3

Sarah is handling a project team whose members are spread across different geographical regions. The members work independently, and this leads to several conflicts among them. In this scenario, Sarah's team is in the _____ phase of team development.

Accepted Answer

A)  storming 
B)  norming 
C)  performing 
D)  adjourning 
E)  forming 
A)  storming 
B)  norming 
C)  performing 
D)  adjourning 
E)  forming

Question 4

When making trade-offs on a project, the project manager needs to be aware that profit for the firm is always the most important of the project's goals.

Accepted Answer

A) True 
 B)False

Question 5

In order for a PM to be "believable" the PM must have technical and administrative credibility.

Accepted Answer

A) True 
 B)False

Question 6

Conflict occurs mainly at the beginning of the project.

Accepted Answer

A) True 
 B)False

Question 7

How are the PMBOK and PMI related?

Accepted Answer

The Project Management Institute (PMI) i

Question 8

Since the PM has position power there is no need for them to have credibility

Accepted Answer

A) True 
 B)False

Question 9

What is meant by the phrase "scope creep?"

Accepted Answer

Sometimes during a project, the client m

Question 10

Project team members are often faced with conflicting orders in a matrix organization.

Accepted Answer

A) True 
 B)False

Question 11

Functional project organizations have higher personnel costs than pure project organizations.

Accepted Answer

A) True 
 B)False

Question 12

Explain the importance of credibility and why PM's need it.

Accepted Answer

For a project manager, credibility is cr

Question 13

Roger and his team have been designing a factory that will be modular in nature. They have been working on it for the past seven years, and now it is ending its developmental cycle. Roger has observed that his team is apprehensive. He has also received proposals for a follow-up project in the same area of interest with the same team. This is an example of _____.

Accepted Answer

A)  projectitis 
B)  analytical approach 
C)  scope creep 
D)  systems approach 
E)  norming 
A)  projectitis 
B)  analytical approach 
C)  scope creep 
D)  systems approach 
E)  norming

Question 14

It is common practice to select the project manager prior to the project being selected.

Accepted Answer

A) True 
 B)False

Question 15

Functionally organized projects are not seen as a high priority by functional managers.

Accepted Answer

A) True 
 B)False

Question 16

The four essential skills of persuasion described Jay Conger (1998) include all of the following except:

Accepted Answer

A)  Effective persuaders must be credible to those they are trying to persuade 
B)  They must find goals held in common with those being persuaded 
C)  Must give locker-room motivational speeches 
D)  They must connect with the emotions of those they are trying to persuade 
A)  Effective persuaders must be credible to those they are trying to persuade 
B)  They must find goals held in common with those being persuaded 
C)  Must give locker-room motivational speeches 
D)  They must connect with the emotions of those they are trying to persuade

Question 17

It is appropriate for the project manager to play an active role in communications between the client and the senior management of the organization conducting the project.

Accepted Answer

A) True 
 B)False

Question 18

The _________________ approach centers on understanding the bits and pieces in a system.

Accepted Answer

A)  facilitating 
B)  analytical 
C)  systems 
D)  sensitivity 
E)  matrix 
A)  facilitating 
B)  analytical 
C)  systems 
D)  sensitivity 
E)  matrix

Question 19

Project team conflict stifles team creativity.

Accepted Answer

A) True 
 B)False

Question 20

It is said that the distinction between the traditional manager-as-supervisor and the modern manager-as-facilitator is diminishing in recent years. Why?

Accepted Answer

The once sharp distinction between the m

What does "PMO" stand for? What is its purpose?

It is critical to a project's success to have top management support.

Sarah is handling a project team whose members are spread across different geographical regions. The members work independently, and this leads to several conflicts among them. In this scenario, Sarah's team is in the _____ phase of team development.

When making trade-offs on a project, the project manager needs to be aware that profit for the firm is always the most important of the project's goals.

In order for a PM to be "believable" the PM must have technical and administrative credibility.

Conflict occurs mainly at the beginning of the project.

How are the PMBOK and PMI related?

Since the PM has position power there is no need for them to have credibility

What is meant by the phrase "scope creep?"

Project team members are often faced with conflicting orders in a matrix organization.

Functional project organizations have higher personnel costs than pure project organizations.

Explain the importance of credibility and why PM's need it.

It is common practice to select the project manager prior to the project being selected.

Functionally organized projects are not seen as a high priority by functional managers.

The four essential skills of persuasion described Jay Conger (1998) include all of the following except:

It is appropriate for the project manager to play an active role in communications between the client and the senior management of the organization conducting the project.

The _________________ approach centers on understanding the bits and pieces in a system.

Project team conflict stifles team creativity.

It is said that the distinction between the traditional manager-as-supervisor and the modern manager-as-facilitator is diminishing in recent years. Why?

The World of Project Management

Planning the Project

Budgeting the Project

Scheduling the Project

Allocating Resources to the Project

Monitoring and Controlling the Project

Evaluating and Terminating the Project

Filters

Exam 2: The Manager, the Organization, and the Team

What does "PMO" stand for? What is its purpose?

It is critical to a project's success to have top management support.

Sarah is handling a project team whose members are spread across different geographical regions. The members work independently, and this leads to several conflicts among them. In this scenario, Sarah's team is in the _____ phase of team development.

When making trade-offs on a project, the project manager needs to be aware that profit for the firm is always the most important of the project's goals.

In order for a PM to be "believable" the PM must have technical and administrative credibility.

Conflict occurs mainly at the beginning of the project.

How are the PMBOK and PMI related?

Since the PM has position power there is no need for them to have credibility

What is meant by the phrase "scope creep?"

Project team members are often faced with conflicting orders in a matrix organization.

Functional project organizations have higher personnel costs than pure project organizations.

Explain the importance of credibility and why PM's need it.

It is common practice to select the project manager prior to the project being selected.

Functionally organized projects are not seen as a high priority by functional managers.

The four essential skills of persuasion described Jay Conger (1998) include all of the following except:

It is appropriate for the project manager to play an active role in communications between the client and the senior management of the organization conducting the project.

The _________________ approach centers on understanding the bits and pieces in a system.

Project team conflict stifles team creativity.

It is said that the distinction between the traditional manager-as-supervisor and the modern manager-as-facilitator is diminishing in recent years. Why?

The World of Project Management

Planning the Project

Budgeting the Project

Scheduling the Project

Allocating Resources to the Project

Monitoring and Controlling the Project

Evaluating and Terminating the Project

Filters