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

Question 1

As work on the project progresses, most major problems (fires) are associated with human resources.

Answer 1

False

Question 2

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

Answer 2

True

Question 3

Project managers rarely need to deal with conflict.

Answer 3

False

Question 4

The project manager uses the analytical approach while the traditional manger uses the systems approach.

Question 5

Political savvy is not only an important characteristic of a project manager but is also important for project team members.

Question 6

The project manager must maintain a high level of flexibility in dealing with people.

Question 7

The project manager is supposed to facilitate the work of the project team and must therefore stay aloof from the conflicts arising among project team members.

Question 8

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

Question 9

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

Question 10

Project managers rarely need to negotiate.

Question 11

Morale of the project team is a key responsibility of the project manager.

Question 12

The functional manager has expertise in the function he or she manages, but the project manager rarely has expertise in many of the projects technical areas.

Question 13

Having the program manager or project owner micromanage the project manager is one of the best ways to insure that a project succeeds.

Question 14

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

Question 15

Emotional intelligence (EQ) is rarely a good predictor of job performance for a project manager.

Question 16

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.

Question 17

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

Question 18

It is usually a good idea to select a project manager from a list of engineers (or other technical specialists) who can be spared from their current jobs.

Question 19

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

Question 20

The systems approach manager conducts the group so that it contributes to total system optimization.

Question 21

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

Question 22

An advantage of pure project organization is its great depth of technical knowledge.

Question 23

The most effective program managers tell their project managers exactly what to do. The project manager should not allow functional managers to usurp his or her control of the project.

Question 24

Matrix, pure project, and functional project organizations may exist in the same company.

Question 25

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

Question 26

The individual with responsibility for performing a task is more likely to overestimate the time required to complete the task than is their immediate supervisor.

Question 27

Project team conflict stifles team creativity.

Question 28

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

Question 29

The main differences between a normal project and a megaproject are the technical issues.

Question 30

If the performance of all subsystems is optimized, it follows that the overall system is optimum.

Question 31

Cross-divisional project communication is enhanced when a project is organized in a functional project organization.

Question 32

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

Question 33

It is common to have more than one boss in a matrix organization.

Question 34

Intrateam conflicts are minimal in a matrix organization.

Question 35

Conflict occurs mainly at the beginning of the project.

Question 36

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.

Question 37

When it comes to assigning individuals to work on projects, functional managers and project managers are often in conflict.

Question 38

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

Question 39

A pure project organization is usually too expensive for the management of small projects.

Question 40

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

Question 41

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

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 42

Maria's team starts working on a new project. Halfway through the project, the client visits the team and requests some changes in the specifications of the project. This alters both the cost and the schedule of the project. The given scenario exemplifies the concept of _____.

A) storming
B) interface coordination
C) scope creep
D) integration management
E) administrative credibility

Question 43

Proteus, a hotel chain, has bought some new kitchen appliances that would enable its kitchen staff to work more effectively. The senior management of the hotel assigns the task of removal of old appliances and installation of new appliances to the respective manager of the food and beverage department in each of its hotels. The manager assembles a team from within the department to perform this task. This scenario exemplifies _____.

A) projectitis
B) functional project organization
C) scope creep
D) pure project organization
E) systems engineering

Question 44

On a scrum team, collectively, the developers are referred to as the performance team.

Question 45

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

Question 46

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

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 47

On a scrum team, developers are responsible for doing the work associated with creating the new product or improving an existing product.

Question 48

On a scrum team, the developer is responsible for prioritizing the product features in order to optimize the business value provided to the organization and its customers.

Question 49

The project manager has three overriding responsibilities to the project. Which of the following is not one of those three?

A) The acquisition of resources and personnel.
B) Dealing with the obstacles that arise during the course of the project.
C) Exercising the leadership needed to successfully conclude the project.
D) Managing the budget so the project is cost-effective.

Question 50

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

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 51

The PM's job includes all of the following except?

A) Convener and chair of meetings
B) Facilitator
C) Communicator
D) Supervisor
E) Virtual project manager

Question 52

The primary responsibilities of the scrum master are to serve as a process coach, to buffer the development team from organizational distractions, to help remove organizational roadblocks the development team encounters, to help ensure the project execution is aligned with Agile values, and facilitating scrum events.

Question 53

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 _____.

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

Question 54

On a scrum team, the developer works with customers to gain a clear understanding of their needs.

Question 55

Which of the following is not a characteristic of effective project team members?

A) They are technically competent.
B) They are politically sensitive.
C) They have a strong orientation to their discipline.
D) They have a strong goal orientation.
E) They have high self-esteem.

Question 56

Cibrastruct, a real estate developer, has undertaken a project to construct a mall. It hires a contractor to call in architects to draft plans, a procurement specialist to gather the best quality of raw materials, a lawyer to ensure the proper planning permits have been obtained, and labor union specialists to assemble a group of workers who will work on this long-term project. This is an example of _____.

A) systems engineering
B) functional project organization
C) scope creep
D) pure project organization
E) technical credibility

Question 57

Altering the specifications of an ongoing project is referred to as…

A) suboptimization
B) scope creep
C) a virtual project
D) projectitis
E) PMI

Question 58

The job of managing work across multiple groups is called integration management.

Question 59

PM3 is a maturity measure developed by R. Remy (1997). An organization has these characteristics: disorganized, accidental successes and failures. What level is it?

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

Question 60

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

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

Question 61

A matrix project that closely resembles the pure project is referred to as

A) a weak matrix
B) a strong matrix
C) a functional matrix
D) a balanced matrix
E) an unbalanced matrix

Question 62

Responsible for translating these desires into product requirements and developing the overarching strategy for the project.

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

Question 63

Martha has taken on an ambitious project that requires input from different departments within the organization she works at. She also needs contributions from external experts and contractors. She needs to bring the work of all these groups together in a harmonious whole for the project. In the given scenario, Martha needs to engage in _____.

A) systems engineering
B) integration management
C) scope creep
D) suboptimization
E) conscious capitalism

Question 64

PM3 is a maturity measure developed by R. Remy (1997). An organization has these characteristics: controlled and measured processes, results more in line with plans. What level is it?

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

Question 65

Fiona and her team are working on a complex project. After multiple conflicts in the initial stages of the project, the team establishes a set of guidelines and is now working cohesively to accomplish the project goals. In the given scenario, Fiona's team is in the _____ phase of team development.

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

Question 66

PM3 is a maturity measure developed by R. Remy (1997). An organization has these characteristics: standardized processes, more predictable results. What level is it?

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

Question 67

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?

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

Question 68

Responsible for doing the work associated with creating the new product or improving an existing product.

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

Question 69

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

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

Question 70

Samuel is a project manager who is working on his first project. He assembles a multidisciplinary team and assigns roles and responsibilities to each team member. In this scenario, Samuel is in the _____ phase of team development.

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

Question 71

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.

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

Question 72

Responsible for updating the sprint backlog at the end of each day to reflect the work that was completed and to estimate the number of hours remaining for the task currently in process.

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

Question 73

Has deep expertise on Agile processes, methodologies, and techniques.

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

Question 74

Their primary responsibilities are to serve as a process coach to help ensure the project team is leveraging best practices, to buffer the development team from organizational distractions, to help remove organizational roadblocks the development team encounters, to help ensure the project execution is aligned with Agile values, and facilitating scrum events.

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

Question 75

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?

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

Question 76

Laura worked with a cross-functional team on a project. After the completion of the project, she held a meeting with the team members after which they returned to their respective departments. Which of the following phases of team development does this scenario exemplify?

A) Storming
B) Norming
C) Performing
D) Adjourning
E) Forming

Question 77

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.

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

Question 78

During project formation stage, the major sources of conflict are all of the following except:

A) Priorities
B) Procedures
C) Technical
D) Schedules

Question 79

Works with customers to gain a clear understanding of their needs.

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

Question 80

Maintains the prioritized list of product requirements.

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