Question 1

What are the main three reasons why project teams fail?

Accepted Answer

There are a number of reasons why teams operate at less than optimum performance.One of the most common causes of project team failure is due to the absence of clear and commonly understood project goals.Project teams also suffer if the team roles and interdependencies are poorly defined.A lack of motivation among team members also has a detrimental effect on project team performance.Poor communication comes about for a variety of reasons,but the net result is that project teams underperform if communication is poor.Lack of,or poor,leadership fails a team since the manager is often the lynchpin holding the team together.High turnover among project team members is disruptive as it prevents a manager from achieving team cohesion.Dysfunctional behavior refers to disruptive acts of some project team members; this behavior is also detrimental to team performance.

Question 2

An excellent starting point in negotiations is to:

Accepted Answer

A)  Deduce their intentions from your fears. 
B)  Identify the person that is the source of the problem. 
C)  Deduce their fears from your intentions. 
D)  Put yourself in their shoes. 
A)  Deduce their intentions from your fears. 
B)  Identify the person that is the source of the problem. 
C)  Deduce their fears from your intentions. 
D)  Put yourself in their shoes. D

Question 3

A project manager can identify the skills needed for the project from the:

Accepted Answer

A)  Departmental personnel listings. 
B)  Project budget. 
C)  Stakeholder meeting. 
D)  Work breakdown structure. 
A)  Departmental personnel listings. 
B)  Project budget. 
C)  Stakeholder meeting. 
D)  Work breakdown structure. D

Question 4

The project team's office needed a revolving door to facilitate the influx and outflow of personnel.Team members needed name tags to keep track of who was who and what their duties were.The project was jeopardized by:

Accepted Answer

A)  Poor leadership. 
B)  High turnover. 
C)  Lack of team motivation. 
D)  Poor communication among team members. 
A)  Poor leadership. 
B)  High turnover. 
C)  Lack of team motivation. 
D)  Poor communication among team members.

Question 5

Gersick's model for team development rejects the standard model in favor of something called:

Accepted Answer

A)  Forming-storming-norming-performing-adjourning. 
B)  Directed chaos. 
C)  The golden rule. 
D)  Punctuated equilibrium. 
A)  Forming-storming-norming-performing-adjourning. 
B)  Directed chaos. 
C)  The golden rule. 
D)  Punctuated equilibrium.

Question 6

During the two hours before their 7:30 p.m.appointments on Wednesday evenings,the operations team had a weekly gripe session during which everyone gleefully unloaded on the powers that controlled their miserable lives.This session was valuable since it:

Accepted Answer

A)  Allowed them to feel like real men, if only for a little while. 
B)  Rewarded good behavior. 
C)  Established a sense of security and consistency. 
D)  Created a clear process for addressing conflict and group norms. 
A)  Allowed them to feel like real men, if only for a little while. 
B)  Rewarded good behavior. 
C)  Established a sense of security and consistency. 
D)  Created a clear process for addressing conflict and group norms.

Question 7

Conflict is not a state,but a:

Accepted Answer

A)  Way of life. 
B)  Condition. 
C)  Process. 
D)  Certainty. 
A)  Way of life. 
B)  Condition. 
C)  Process. 
D)  Certainty.

Question 8

Because conflict is perceptual in nature:

Accepted Answer

A)  It is a state. 
B)  It is essentially static. 
C)  It often cannot be solved by any conventional means but must be refereed. 
D)  It doesn't really matter if one party has truly wronged another party. 
A)  It is a state. 
B)  It is essentially static. 
C)  It often cannot be solved by any conventional means but must be refereed. 
D)  It doesn't really matter if one party has truly wronged another party.

Question 9

Two research studies conducted over a decade apart discovered that the major sources of conflict within project teams are:

Accepted Answer

A)  Schedules and project priorities. 
B)  Personalities and cost. 
C)  Human resources and technical opinions. 
D)  Administrative procedures and budget. 
A)  Schedules and project priorities. 
B)  Personalities and cost. 
C)  Human resources and technical opinions. 
D)  Administrative procedures and budget.

Question 10

The design team's location in one centralized cube farm made it convenient for them to interact with each other and overhear conversations that they had something to contribute to,proving once again the value of:

Accepted Answer

A)  Accessibility. 
B)  Rules and procedures. 
C)  Superordinate goals. 
D)  Physical proximity. 
A)  Accessibility. 
B)  Rules and procedures. 
C)  Superordinate goals. 
D)  Physical proximity.

Question 11

On the first day of class your professor distributed a syllabus that promised to base your course grade on a series of unannounced exams and a massive group project.As you scanned the room that day,you noted that many of your classmates did not share your enthusiasm for the subject and many were C students at best.You felt that your perfect 4.0 GPA was at stake if the professor's almost diabolical grading scheme were to be implemented.You decided right away that it was up to you to negotiate a grading scheme of equal parts class attendance,open book quizzes,and trivial homework assignments.How should you prepare for the negotiation and how should you proceed?

Accepted Answer

The three beginning questions are how mu

Question 12

Disruptive acts of some project team members due to personality issues,hidden agendas,or interpersonal problems are categorized as:

Accepted Answer

A)  Poor communication. 
B)  Lack of motivation. 
C)  Dysfunctional behavior. 
D)  Poor leadership. 
A)  Poor communication. 
B)  Lack of motivation. 
C)  Dysfunctional behavior. 
D)  Poor leadership.

Question 13

Even though he was the facilities director with the county,Keith loosened his tie and waded into the raw,untreated sewage with the rest of the project team.As they stood there together in the quagmire of mud and feces,the team members found Keith less intimidating and his:

Accepted Answer

A)  Accessibility was at an all-time high. Surely the cross-functional cooperation of the team would soon peak. 
B)  Proximity was at an all-time high. Surely the cross-functional cooperation of the team would soon peak. 
C)  Equanimity was at an all-time high. Surely the cross-functional cooperation of the team would soon peak. 
D)  Task orientation was at an all-time high. Surely the cross-functional cooperation of the team would soon peak. 
A)  Accessibility was at an all-time high. Surely the cross-functional cooperation of the team would soon peak. 
B)  Proximity was at an all-time high. Surely the cross-functional cooperation of the team would soon peak. 
C)  Equanimity was at an all-time high. Surely the cross-functional cooperation of the team would soon peak. 
D)  Task orientation was at an all-time high. Surely the cross-functional cooperation of the team would soon peak.

Question 14

The misconception of the reason behind another person's behavior is:

Accepted Answer

A)  Faulty communication. 
B)  A personal grudge. 
C)  Faulty attribution. 
D)  Prejudice. 
A)  Faulty communication. 
B)  A personal grudge. 
C)  Faulty attribution. 
D)  Prejudice.

Question 15

The author presents the need for a productive interdependency among project team members.What are the tradeoffs between differentiation and redundancy and how are these related to a productive interdependency?

Accepted Answer

Interdependency refers to the degree of

Question 16

What are three options to consider when searching for win-win alternatives in negotiation? How does each option work?

Accepted Answer

The three options for mutual gain that a

Question 17

The semester project was due at 8:00 a.m.the next day and as the sun rose swiftly in the east,the team of four graduating seniors held their collective breath.If their database project worked (and why wouldn't it,they had begun early yesterday afternoon)they would complete their quest and graduate in a week with their shiny diplomas in MIS.Their drive to finish the project with A quality work was clear testament to their:

Accepted Answer

A)  Results orientation. 
B)  Trust. 
C)  Cohesiveness. 
D)  Enthusiasm. 
A)  Results orientation. 
B)  Trust. 
C)  Cohesiveness. 
D)  Enthusiasm.

Question 18

Regular meetings and ad hoc get-togethers prevent a virtual team member from:

Accepted Answer

A)  Accomplishing too much. 
B)  Disappearing. 
C)  Forgetting deadlines. 
D)  Missing meetings. 
A)  Accomplishing too much. 
B)  Disappearing. 
C)  Forgetting deadlines. 
D)  Missing meetings.

Question 19

Principled negotiation is the art of:

Accepted Answer

A)  Getting agreement with the other party while maintaining a win-win attitude. 
B)  Refusing to compromise your principles for the sake of a business deal. 
C)  Creating conflict to test for an adversary's weakness and reducing conflict once the weakness has been exposed. 
D)  Dividing your resources in the face of superior numbers. 
A)  Getting agreement with the other party while maintaining a win-win attitude. 
B)  Refusing to compromise your principles for the sake of a business deal. 
C)  Creating conflict to test for an adversary's weakness and reducing conflict once the weakness has been exposed. 
D)  Dividing your resources in the face of superior numbers.

Question 20

The BEST source of troubleshooting for problems is the:

Accepted Answer

A)  Project team. 
B)  Project manager. 
C)  Project customer. 
D)  Project champion. 
A)  Project team. 
B)  Project manager. 
C)  Project customer. 
D)  Project champion.

What are the main three reasons why project teams fail?

An excellent starting point in negotiations is to:

A project manager can identify the skills needed for the project from the:

The project team's office needed a revolving door to facilitate the influx and outflow of personnel.Team members needed name tags to keep track of who was who and what their duties were.The project was jeopardized by:

Gersick's model for team development rejects the standard model in favor of something called:

During the two hours before their 7:30 p.m.appointments on Wednesday evenings,the operations team had a weekly gripe session during which everyone gleefully unloaded on the powers that controlled their miserable lives.This session was valuable since it:

Conflict is not a state,but a:

Because conflict is perceptual in nature:

Two research studies conducted over a decade apart discovered that the major sources of conflict within project teams are:

The design team's location in one centralized cube farm made it convenient for them to interact with each other and overhear conversations that they had something to contribute to,proving once again the value of:

Disruptive acts of some project team members due to personality issues,hidden agendas,or interpersonal problems are categorized as:

Even though he was the facilities director with the county,Keith loosened his tie and waded into the raw,untreated sewage with the rest of the project team.As they stood there together in the quagmire of mud and feces,the team members found Keith less intimidating and his:

The misconception of the reason behind another person's behavior is:

The author presents the need for a productive interdependency among project team members.What are the tradeoffs between differentiation and redundancy and how are these related to a productive interdependency?

What are three options to consider when searching for win-win alternatives in negotiation? How does each option work?

Regular meetings and ad hoc get-togethers prevent a virtual team member from:

Principled negotiation is the art of:

The BEST source of troubleshooting for problems is the:

Introduction: Why Project Management?

The Organizational Context: Strategy,Structure,and Culture

Project Selection and Portfolio Management

Leadership and the Project Manager

Scope Management

Risk Management

Cost Estimation and Budgeting

Project Scheduling: Networks,Duration Estimation,and Critical Path

Project Scheduling: Lagging, Crashing, and Activity Networks

Advanced Topics in Planning and Scheduling: Agile and Critical Chain

Resource Management

Project Evaluation and Control

Project Closeout and Termination

Filters

Exam 6: Project Team Building,Conflict,and Negotiation

What are the main three reasons why project teams fail?

An excellent starting point in negotiations is to:

A project manager can identify the skills needed for the project from the:

The project team's office needed a revolving door to facilitate the influx and outflow of personnel.Team members needed name tags to keep track of who was who and what their duties were.The project was jeopardized by:

Gersick's model for team development rejects the standard model in favor of something called:

During the two hours before their 7:30 p.m.appointments on Wednesday evenings,the operations team had a weekly gripe session during which everyone gleefully unloaded on the powers that controlled their miserable lives.This session was valuable since it:

Conflict is not a state,but a:

Because conflict is perceptual in nature:

Two research studies conducted over a decade apart discovered that the major sources of conflict within project teams are:

The design team's location in one centralized cube farm made it convenient for them to interact with each other and overhear conversations that they had something to contribute to,proving once again the value of:

Disruptive acts of some project team members due to personality issues,hidden agendas,or interpersonal problems are categorized as:

Even though he was the facilities director with the county,Keith loosened his tie and waded into the raw,untreated sewage with the rest of the project team.As they stood there together in the quagmire of mud and feces,the team members found Keith less intimidating and his:

The misconception of the reason behind another person's behavior is:

The author presents the need for a productive interdependency among project team members.What are the tradeoffs between differentiation and redundancy and how are these related to a productive interdependency?

What are three options to consider when searching for win-win alternatives in negotiation? How does each option work?

Regular meetings and ad hoc get-togethers prevent a virtual team member from:

Principled negotiation is the art of:

The BEST source of troubleshooting for problems is the:

Introduction: Why Project Management?

The Organizational Context: Strategy,Structure,and Culture

Project Selection and Portfolio Management

Leadership and the Project Manager

Scope Management

Risk Management

Cost Estimation and Budgeting

Project Scheduling: Networks,Duration Estimation,and Critical Path

Project Scheduling: Lagging, Crashing, and Activity Networks

Advanced Topics in Planning and Scheduling: Agile and Critical Chain

Resource Management

Project Evaluation and Control

Project Closeout and Termination

Filters