Chapter 1

Question 1

Adaptive Leadership

Answer 1

Leadership style of a leader who is able to adjust their approach to match the needs of their environment. Such leaders challenge people, pushing them out of their comfort zones, letting people feel external pressure and conflict in order to effect change.

Question 2

Affiliative Leadership

Answer 2

Leadership style of a leader who focuses on building strong relationships and leveraging those relationships to get things done. Affiliative leaders tend to have highly developed social skills and are very good at building networks across the organization.

Question 3

Assertive Leadership

Answer 3

Leadership style of a leader who is active, direct, specific, and honest. Assertive leaders respect themselves, require respect from others, and respect everyone they work with at all levels.

Question 4

Authentic Leadership

Answer 4

Leadership style of a leader who knows who they are, what they believe in, what their values are, and what their priorities are. Authentic leaders ensure that their words align with their actions in order to build trust.

Question 5

Autocratic Leadership

Answer 5

Leadership style of a leader who retains most of the authority, gives orders to subordinates, and expects that subordinates should give complete obedience to the orders issued. In this type of leadership, the decisions are taken by the leader without consulting others. Autocratic leadership is characterized by the control of an individual over the decisions that impact a group with little to no input from group members.

Question 6

Change Agent Leadership

Answer 6

Leadership style of a leader who is able to set a direction for change and lead change. This type of leader is aware of the psychology of people and how to engage stakeholders and staff in order to gain buy-in and overall momentum toward significant change.

Question 7

Charismatic Leadership

Answer 7

Leadership style of a leader who 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 a charismatic leader.

Question 8

Consensus Leadership

Answer 8

Leadership style of a leader who makes a decision only after consulting the group members. A decision is not made final until all the members agree to support the decision.

Question 9

Democratic Leadership

Answer 9

Leadership style of a leader who encourages each team member to participate in decision-making by sharing their opinions. A democratic leader encourages open conversation, helps their project team members to set goals and evaluate their own performance, and motivates them to grow. Also called shared leadership or participative leadership.

Question 10

Directive Leadership

Answer 10

Leadership style of a leader who guides the team’s work goals and establishes the path by which they can achieve those goals. Directive leadership sets clearly defined objectives and rules for team members.

Question 11

Dispersed Leadership

Answer 11

Leadership style of an organization in which leadership is embraced by everyone in the organization. Successful leadership in an organization cannot reside solely in the top of the organization. Today’s world is a complex, fluid, dynamic environment. Organizations need leaders at every level of the organization from the bottom to the top.

Question 12

Interactional Leadership

Answer 12

Leadership style that is a hybrid of transactional, transformational, and charismatic leadership. The interactional leader wants the team to act, is excited and inspired about the project work, yet still holds the team accountable for their results.

Question 13

Laissez-Faire Leadership

Answer 13

Leadership style of a leader who takes a hands-off approach to the project. This means the project team makes decisions, takes initiative in the actions, and creates goals. While this approach can provide autonomy, it can make the leader appear absent when it comes to project decisions.

Question 14

Servant Leadership

Answer 14

Leadership style of a leader who puts others first and focuses on the needs of the people they serve. Servant leaders provide opportunity for growth, education, autonomy within the project, and the well-being of others. The primary focus of servant leadership is service to others.

Question 15

Situational Leadership

Answer 15

Leadership style that is based on the idea that there is no single leadership style that is effective in all situations and that the best leaders are able to adapt their style to suit the specific needs and development level of the people they are leading.

Question 16

Soul-Based Leadership

Answer 16

Leadership style based on the old concept that every living being on board a ship, or a plane is considered a soul rather than an inanimate object. Every soul is important and treated with value. As a leadership style, this requires the incorporation of concepts like inclusiveness, equality, and autonomy. Everyone that works for you is a unique individual with something of value to offer. In the current state of the smart machine age, this also differentiates people from machines.

Question 17

Supportive Leadership

Answer 17

Leadership style of a project manager who does not simply delegate tasks and receive results but instead supports a team member until the task’s completion. A major upside to supportive leadership is that the manager will work with the employee until they are empowered and skilled enough to handle tasks with minimal supervision in the future.

Question 18

Transactional Leadership

Answer 18

Leadership style of a leader who emphasizes the goals of the project and offers rewards and disincentives to the project team. This is sometimes called management by exception because it’s the exception that is rewarded or punished.

Question 19

Transformational Leadership

Answer 19

Leadership style of a leader who inspires and motivates the project team to achieve the project goals. Transformational leaders aim to empower the project team to act, be innovative in the project work, and accomplish through ambition.

Question 20

Visionary Leadership

Answer 20

Leadership style of a leader who has a clear idea of what they want to do and how they plan to accomplish it, along with the strength to pursue it.

Question 21

Coercive (Punitive) Power

Answer 21

Coercive power is a form of positional power that gets you to comply with something you don’t want to do through the use of force or punishment. For example, your boss threatens to fire you if you don’t complete a project on time.

Question 22

Expert Power

Answer 22

A type of personal power where the project manager has deep skills and experience in a discipline. For example, years of working in IT helps an IT project manager better manage IT projects.

Question 23

Information Power

Answer 23

A type of personal power that is derived from the control of information. People with information power have access to information that is not readily available to others. This information can be used to influence others, make decisions, or gain an advantage. The project manager has power and control of the data gathering and distribution of information.

Question 24

Legitimate Power

Answer 24

A form of positional power that is based on the perception that the person who has the power has a right to exercise it.

Question 25

Pressure-Based Power

Answer 25

The project manager can restrict choices to get the project team to perform the project work. Pressure-based power can be effective in the short term, but it is not sustainable in the long term. This is because people who are pressured into doing something are not likely to be motivated to do it well or to do it again in the future.

Question 26

Referent Power

Answer 26

A type of personal power where the project manager is respected or admired because of the team’s past experiences with the project manager. This is about the project manager’s credibility/believability in the organization.

Question 27

Reward Power

Answer 27

A form of positional power that is based on the ability to give rewards to others. This type of power can be based on tangible rewards, such as money or promotions, or on intangible rewards, such as praise or recognition.

Question 28

Active Listening

Answer 28

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

Question 29

Active Problem-Solving

Answer 29

The ability to understand the problem, identify a viable solution, and then implement a solution. Active problem-solving begins with problem definition. Problem definition is the ability to discern the cause and effect of the problem. Root-cause analysis looks beyond the immediate symptoms to the cause of the symptoms, which then affords opportunities for solutions.

Question 30

Communications Management Plan

Answer 30

A project management subsidiary plan that defines the stakeholders who need specific information, the person who will supply the information, the schedule for the information to be supplied, and the approved modality in which to provide the information.

Question 31

Emotional Intelligence (EI)

Answer 31

The ability to recognize and manage your emotions, other people’s emotions, and the emotions of groups involved in the project. Emotional intelligence recognizes that emotions are real, can affect the project success, and can affect relationships with the project team, stakeholders, and the project manager.

Question 32

Governance Framework

Answer 32

Describes the rules, policies, and procedures that people within an organization abide by. This framework addresses the organization, but it also addresses portfolios, programs, and projects. Regarding portfolios, programs, and projects, the governance framework addresses alignment with organizational vision, risk management, performance factors, and communications.

Question 33

Kanban Board

Answer 33

The primary characteristic of Kanban is the Kanban board, which is where its name comes from; Kanban means visual signal. The Kanban board shows the flow of work through the system so that you can visualize where the team is in the process, how the team delivers work, what work exists, and any limits to the work in progress (WIP). Requirements are written on sticky notes or cards and are moved from the backlog to the different phases of the project to represent where the requirement currently is in the project life cycle.

Question 34

Leadership

Answer 34

Aligning, motivating, and inspiring the project team members to do the right thing, build trust, think creatively, and challenge the status quo.

Question 35

Management

Answer 35

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

Question 36

Media Selection

Answer 36

Choosing media based on the audience and the message being sent.

Question 37

Meeting Management

Answer 37

A form of communication that involves how the meeting is led, managed, and controlled to influence the message being delivered. Agendas, minutes, and order are mandatory for effective communications within a meeting.

Question 38

Presentation

Answer 38

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

Question 39

Project Management

Answer 39

The application of knowledge, skills, tools, and techniques to project activities to meet project requirements. Project management refers to guiding the project work to deliver the intended outcomes. Project teams can achieve the outcomes using a broad range of approaches (e.g., predictive, hybrid, and adaptive).

Question 40

Project Management Office (PMO)

Answer 40

A management structure that standardizes project-related governance processes and facilitates the sharing of resources, tools, methodologies, and techniques. Its primary goal is to create a uniform approach to how projects operate within the organization. PMOs can be supportive, controlling, or directive.

Question 41

Project Manager

Answer 41

The person assigned by the performing organization to lead the project team that is responsible for achieving the project objectives. Project managers perform a variety of functions, such as facilitating the project team work to achieve the outcomes and managing the processes to deliver intended outcomes.

Question 42

Project Team

Answer 42

A set of individuals performing the work of the project to achieve its objectives. The team is typically led by a project manager, who is responsible for ensuring that the project is completed on schedule, within budget, delivers the functions/features, and to the required quality and value standards.

Question 43

Sender-Receiver Model

Answer 43

Model of communication in which multiple avenues exist to complete the flow of communication from sender to receiver, but barriers to effective communication may be present as well.

Question 44

Sponsor

Answer 44

In the predictive approach, the person who provides financial and political support for the project, appoints the project manager, and authorizes the project charter. In agile, the sponsor is the most senior and critical role. The sponsor provides expertise and knowledge to the project manager and the team when needed.

Question 45

Sprint Retrospective

Answer 45

A meeting held at the end of each sprint to reflect on what went well, what could be improved, and to make plans for the next sprint. It is a core part of the Scrum framework, and it is an opportunity for the team to learn from their experiences and to improve their process. The sprint retrospective is typically held after the sprint review, and before the sprint planning meeting for the next sprint. This allows the team to reflect on the work that was done in the sprint, and to make plans for the next sprint based on what they learned.

Question 46

Sprint Review

Answer 46

A scrum ceremony at the end of the sprint during which the development team demonstrates for the product owner, the scrum master, and other key stakeholders what has been completed in the sprint. This is a four-hour meeting for a four-week sprint. Shorter sprints will have shorter sprint review sessions. Only completed items are demonstrated in the sprint review. This review is an opportunity for the product owner to offer feedback on whether the work has reached the definition of done, specify what, if anything, is missing, and elaborate on corrections or modifications for the increment of work created.

Question 47

Sprint/Iteration

Answer 47

A predefined time period for the product owner, scrum master, and development team to complete a cycle of scrum activities, including planning, execution, reviewing, and improvement. The sprint duration is usually two to four weeks, though it can be as little as one week.

Question 48

Work Package

Answer 48

A unit of work within a project that can be assigned to a single person or team. It is the smallest unit of work that can be estimated, tracked, and controlled in a project. The lowest level of the WBS.

Question 49

XP Coach

Answer 49

XP role that is similar to a project manager, a mentor, or a facilitator. The coach coaches people on the project team, helps get things done, and serves as the hub of communications for the project stakeholders.

Question 50

Work in Progress (WIP)

Answer 50

The current focus of the project team, the tasks that are currently being undertaken. In Kanban environments, WIP is frequently employed to limit the number of work items that can be introduced into the workflow, preventing the team from being overwhelmed or creating impediments. This limit on work items entering the system aims to avoid bottlenecks and maintain a manageable workload for the team.

Question 51

Conscientiousness

Answer 51

The quality of a project management professional who makes all reasonable efforts to be reliable, thoughtful, prepared, and informed.

Question 52

Practitioner

Answer 52

In the context of project management, a person who is serving in the capacity of a project manager or contributing to the management of a project, portfolio of projects, or program. For example, a program manager is considered to be a project practitioner under this definition.

Question 53

Professional Development Units (PDUs)

Answer 53

Credit for education and project management–based experiences that are earned after the CAPM to maintain the CAPM certification. CAPMs are required to earn 15 PDUs per three-year certification cycle. Of the 15 PDUs, a minimum of 9 hours must come from educational opportunities with a minimum of 2 PDUs in each skill area of the PMI Talent Triangle.

Question 54

PMI Talent Triangle

Answer 54

Defines three areas of PDUs for PMI-certified professionals to maintain their certification: Ways of Working, Power Skills, and Business Acumen. See also professional development units (PDUs).

Question 55

PMI Member

Answer 55

Anyone, whether certified as a project manager or not, who has joined the Project Management Institute.