Question 1

Briefly describe the project manager's role as a firefighter. What sorts of obstacles do project managers have to overcome?

Accepted Answer

A key responsibility of the project mana

Question 2

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 3

Describe the difference between the analytic approach and the systems approach to solving problems in a project.

Accepted Answer

The analytical approach to solving probl

Question 4

The project manager should take a careful, analytic approach to making decisions about projects.

Accepted Answer

A) True 
 B)False

Question 5

Emotional intelligence governs a person's ability to effectively deal with and in fact harness their emotions to achieve positive outcomes.

Accepted Answer

A) True 
 B)False

Question 6

Briefly describe and contrast pure project organization, functional project organization, and the matrix project organization.

Accepted Answer

In a pure project organization, the supp

Question 7

Albert is managing a team that comprises individuals from various departments in his company. After facing some difficulties initially, the team members work toward resolving the issues and collectively establish certain rules to avoid any future conflict. In this scenario, Albert'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 8

Project "war rooms" discourage team cooperation, morale and communications.

Accepted Answer

A) True 
 B)False

Question 9

Project managers rarely need to negotiate.

Accepted Answer

A) True 
 B)False

Question 10

Intrateam conflicts are minimal in a matrix organization.

Accepted Answer

A) True 
 B)False

Question 11

Serves as a servant-leader and in this role facilitates the development of consensus among the Agile project team members and communication with stakeholders.

Accepted Answer

A)  Product owner 
B)  Developers 
C)  Scrum master 
D)  Scrum manager 
E)  Project manager 
A)  Product owner 
B)  Developers 
C)  Scrum master 
D)  Scrum manager 
E)  Project manager

Question 12

Kent (2008) suggests several ways to control stress. Which of the following is not one of those suggestions?

Accepted Answer

A)  Give yourself time to unwind before high‐stress meetings. 
B)  Keep a journal, taking time to reflect on the events of the day. 
C)  Engage in after‐work physical activities. 
D)  Improve your physical surroundings. 
E)  Become aware of the control you do or do not have over events. 
A)  Give yourself time to unwind before high‐stress meetings. 
B)  Keep a journal, taking time to reflect on the events of the day. 
C)  Engage in after‐work physical activities. 
D)  Improve your physical surroundings. 
E)  Become aware of the control you do or do not have over events.

Question 13

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 14

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

Accepted Answer

A) True 
 B)False

Question 15

PM3 is a maturity measure developed by R. Remy (1997). An organization has these characteristics: some processes exist, inconsistent management, unpredictable results. What level is it?

Accepted Answer

A)  Ad-hoc 
B)  Abbreviated 
C)  Organized 
D)  Managed 
E)  Adaptive 
A)  Ad-hoc 
B)  Abbreviated 
C)  Organized 
D)  Managed 
E)  Adaptive

Question 16

The split in responsibilities between the product owner and scrum master is difficult to maintain.

Accepted Answer

A) True 
 B)False

Question 17

According to the PMBOK, managing stakeholder engagement involves the following activities EXCEPT…

Accepted Answer

A)  Obtaining and confirming stakeholders' commitment to the project's success at the appropriate stages in the project. 
B)  Communicating with stakeholders to manage their expectations. 
C)  Proactively addressing stakeholder concerns before they become major issues. 
D)  Managing scope creep so that it does not overwhelm the project. 
E)  Once they have been identified, resolving issues in a timely fashion. 
A)  Obtaining and confirming stakeholders' commitment to the project's success at the appropriate stages in the project. 
B)  Communicating with stakeholders to manage their expectations. 
C)  Proactively addressing stakeholder concerns before they become major issues. 
D)  Managing scope creep so that it does not overwhelm the project. 
E)  Once they have been identified, resolving issues in a timely fashion.

Question 18

Of the three project goals, budget is usually the most important.

Accepted Answer

A) True 
 B)False

Question 19

Most human resources come to the project on temporary assignment from the functional departments of the organization.

Accepted Answer

A) True 
 B)False

Question 20

PM3 is a maturity measure developed by R. Remy (1997). An organization has these characteristics: (continuous improvement in processes, success is normal, performance keeps improving. What level is it?

Accepted Answer

A)  Ad-hoc 
B)  Abbreviated 
C)  Organized 
D)  Managed 
E)  Adaptive 
A)  Ad-hoc 
B)  Abbreviated 
C)  Organized 
D)  Managed 
E)  Adaptive

Briefly describe the project manager's role as a firefighter. What sorts of obstacles do project managers have to overcome?

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.

Describe the difference between the analytic approach and the systems approach to solving problems in a project.

The project manager should take a careful, analytic approach to making decisions about projects.

Emotional intelligence governs a person's ability to effectively deal with and in fact harness their emotions to achieve positive outcomes.

Briefly describe and contrast pure project organization, functional project organization, and the matrix project organization.

Project "war rooms" discourage team cooperation, morale and communications.

Project managers rarely need to negotiate.

Intrateam conflicts are minimal in a matrix organization.

Serves as a servant-leader and in this role facilitates the development of consensus among the Agile project team members and communication with stakeholders.

Kent (2008) suggests several ways to control stress. Which of the following is not one of those suggestions?

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

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

PM3 is a maturity measure developed by R. Remy (1997). An organization has these characteristics: some processes exist, inconsistent management, unpredictable results. What level is it?

The split in responsibilities between the product owner and scrum master is difficult to maintain.

According to the PMBOK, managing stakeholder engagement involves the following activities EXCEPT…

Of the three project goals, budget is usually the most important.

Most human resources come to the project on temporary assignment from the functional departments of the organization.

PM3 is a maturity measure developed by R. Remy (1997). An organization has these characteristics: (continuous improvement in processes, success is normal, performance keeps improving. What level is it?

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

Briefly describe the project manager's role as a firefighter. What sorts of obstacles do project managers have to overcome?

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.

Describe the difference between the analytic approach and the systems approach to solving problems in a project.

The project manager should take a careful, analytic approach to making decisions about projects.

Emotional intelligence governs a person's ability to effectively deal with and in fact harness their emotions to achieve positive outcomes.

Briefly describe and contrast pure project organization, functional project organization, and the matrix project organization.

Project "war rooms" discourage team cooperation, morale and communications.

Project managers rarely need to negotiate.

Intrateam conflicts are minimal in a matrix organization.

Serves as a servant-leader and in this role facilitates the development of consensus among the Agile project team members and communication with stakeholders.

Kent (2008) suggests several ways to control stress. Which of the following is not one of those suggestions?

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

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

PM3 is a maturity measure developed by R. Remy (1997). An organization has these characteristics: some processes exist, inconsistent management, unpredictable results. What level is it?

The split in responsibilities between the product owner and scrum master is difficult to maintain.

According to the PMBOK, managing stakeholder engagement involves the following activities EXCEPT…

Of the three project goals, budget is usually the most important.

Most human resources come to the project on temporary assignment from the functional departments of the organization.

PM3 is a maturity measure developed by R. Remy (1997). An organization has these characteristics: (continuous improvement in processes, success is normal, performance keeps improving. What level is it?

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