Project Manager Role

Question 1

Active Listening

Answer 1

The message receiver restates what’s been said to fully understand and confirm the message and it provides an opportunity for the sender to clarify the message if needed

Question 2

Active Problem Solving

Answer 2

This begins with problem definition. Problem definition is the ability to discern between the cause and effect of the problem. Root-cause analysis looks beyond the immediate symptons to the cause of the symptons - which then affords opportunities for solutions

Question 3

Avoiding Power

Answer 3

The PM refuses to act, get involved, or make decisions

Question 4

Charismatic Leadership

Answer 4

Leader is motivating, has high energy, and inspires the team through strong convictions about what’s possible and what the team can achieve. Positive thinking and a can-do mentality are characteristics of this

Question 5

The PM has deep skills and experience in a discipline

Answer 5

Expert Power

Question 6

Ingratiating Power

Answer 6

The PM aims to gain favor with the project team and stakeholders through flattery

Question 7

The individual has power and control of the data gathering and distribution of information

Answer 7

Informational Power

Question 8

Interactional Leadership

Answer 8

The leader is a hybrid of transcational, transformational, and charistmatic leaders. This leader wants the team to act, is excited and inspired about the project work, yet still holds the team accountable for their results

Question 9

The PM can make the team and stakeholders feel guilty to gain compliance in the project

Answer 9

Guilt-Based Power

Question 10

Leadership

Answer 10

This trait is about aligning, motivating, and inspiring the project team members to do the right thing, build trust, think creatively, and to challenge the status quo

Question 11

Laissez-Faire Leadership

Answer 11

Leader takes a “hands-off” approach to the project. Means the project team makes decisions, takes initiative in the actions and creates goals. While it can provide autonomy, it can make the leader appear absent when it comes to project decisions

Question 12

Management

Answer 12

This utilizes positional power to maintain, administrate, control, and focus on getting things done without challenging the status quo of the project and organization

Question 13

Media selection

Answer 13

Based on the audience and the message being sent, the media should be in alignment with the message

Question 14

Meeting Management

Answer 14

Meetings are forms of communication. How the meeting is led, managed, and controlled all influence the message being delivered. Agendas, minutes, and order are mandatory for effective communications within a meeting

Question 15

Personal or Charismatic Power

Answer 15

The PM has a warm personality that others like

Question 16

Presentation

Answer 16

In formal presentations, the presenter’s oral and body language, visual aids, and handouts all influence the message being delivered

Question 17

Pressure-based power

Answer 17

The PM can restrict choices to get the project team to perform and do the project work

Question 18

PMI Talent Triangle

Answer 18

Defines three areas of PDU’s for PMI certified professionals to maintain their certification. This includes, technical project management, leadership, and strategic and business management

Question 19

Positional Power

Answer 19

The PM’s power is because of the position she has as the PM. This is also known as formal, authoritative, and legitimate power

Question 20

Professional Development Units

Answer 20

These are earned after the PMP to maintain PMP certification. PMP’s are required to earn 60 PDU’s per three year certification cycle. Of the 60 PDU’s, a minimum of 35 hours must come from educational opportunities

Question 21

Project Manager

Answer 21

The role of leading the project team and managing the resources to effectively achieve the objectives of the project

Question 22

Punitive or coercive power

Answer 22

The PM can punish the project team

Question 23

Referent Power

Answer 23

The PM is respected or admired because of the team’s past experiences with the PM. This is about the PM’s credibility in the organization

Question 24

The PM can reward the project team

Answer 24

Reward Power

Question 25

Sender-receiver models

Answer 25

Communication requires a sender and a receiver. Within this model may be multiple avenues to complete the flow of communication, but barriers to effective communication may be present as well.

Question 26

The leader puts others first and focuses on the needs of the people he serves. They provide opportunity for growth, education, autonomy within the project and the well being of others. The primary focus is service to others

Answer 26

Servant leadership

Question 27

Situational Power

Answer 27

The PM has power because of certain situations in the organization

Question 28

Style

Answer 28

The tone, structure, and fomality of the message being sent should be in alignment with the audience and the content of the message

Question 29

Transactional leadership

Answer 29

The leader emphasizes the goals of the project and rewards and disincentivizes for the project team. This is sometimes called management by exception as it’s the exception that is rewarded or punished

Question 30

Transformational Leadership

Answer 30

The leader inpsires and motivates the project team to achieve the project goals. These leaders aim to empower the project team to act, be innovative in the project work, and accomplish through ambition