Chapter 3: The Role Of The Project Manager

Question 1

The project that Rod is undertaking is in the CVG organisation which uses an internal social media system for communications, involves people from many cultural backgrounds, and enables people to participate in project teams using online tools. Rod will manage his project, taking these factors into account. This is known as:

A. Integration at the cognitive level
B. Integration at the process level
C. Integration at the complex level
D. Integration at the context level

Answer 1

D. Integration at the context level

Question 2

Which of the following is not a dimension of complexity:

A. Communications
B. System behaviour
C. Human behaviour
D. Ambiguity

Answer 2

A. Communications

Question 3

Which of the following is not a characteristic of project complexity:

A. Containing multiple parts
B. Exhibiting dynamic interactions between the parts
C. Possessing a number of connections between the parts
D. Behaving in a static manner

Answer 3

D. Behaving in a static manner

Question 4

Olivia is the manager of a software development project in the TYU company. She is managing a member of her project team who has been frequently late for work. After raising the issue repeatedly with the team member she has now decided that a formal warning has to be issued to the team member to try to get their behaviour to improve. This is which type of power:

A. Reward oriented
B. Punitive
C. Referent
D. Persuasive

Answer 4

B. Punitive

Question 5

Domain knowledge is also known as:

A. Business knowledge
B. Technical knowledge
C. Interpersonal knowledge
D. All of these factors

Answer 5

A. Business knowledge

Question 6

Which of the following is not a personality characteristic that is important for a project manager:

A. Cultural sensitivity
B. Authenticity
C. Political intelligence
D. Dominance

Answer 6

D. Dominance

Question 7

Which of the following describes the role of the project manager most accurately:

A. The project manager focuses on providing management oversight of a functional or business unit
B. The project manager is responsible for ensuring that business operations are efficient
C. The project manager is the person assigned by the performing organisation to lead the team that is responsible for achieving the project objectives
D. None of the above

Answer 7

C. The project manager is the person assigned by the performing organisation to lead the team that is responsible for achieving the project objectives

Question 8

Terry is the project manager in YHU company and works with people from inside and outside the organization to complete the project successfully, including stakeholders, suppliers, sponsors, and project team members who are all part of Terry’s:

A. Sphere of influence
B. Network
C. Community
D. Environmental enterprise factors

Answer 8

A. Sphere of influence

Question 9

The top 2% of project managers, as designated by their bosses and team members distinguish themselves by:

A. Being good micro managers
B. Being able to manage many tasks at the same time
C. Being popular with team members
D. Demonstrating superior relationship and communication skills while displaying a positive attitude

Answer 9

D. Demonstrating superior relationship and communication skills while displaying a positive attitude

Question 10

Other independent projects or projects that are part of the same program as that of the project manager may impact their project. Which of the following is not a reason for this:

A. Conflicts between members of the project team
B. Demands on the same resources
C. Priorities of funding
D. Alignment of project goals and objectives with those of the organization

Answer 10

A. Conflicts between members of the same project

Question 11

Georgia is a project manager in the TRE construction company. She regularly keeps her project management skills up to date by attending training courses and participating in her local PMI chapter. This activity is known as:

A. Knowledge development
B. The learning process for a project manager
C. Knowledge transfer and integration
D. Professional development

Answer 11

C. Knowledge transfer and integration

Question 12

Which of the following are elements of the PMI Talent Triangle:

A. Technical project management, Strategic and business management, Leadership
B. Technical project management, Strategic and business management, Authority
C. Technical project management, Visionary expression, Leadership
D. Technical project management, Tactical precision, Leadership

Answer 12

A. Technical project management, Strategic and business management, Leadership

Question 13

Which of the following is not a technical project management skill:

A. Tailor both traditional and agile tools, techniques, and methods for each project
B. Make time to plan thoroughly and prioritize diligently
C. Manage project elements, including but not limited to: schedule, cost, resources, and risks
D. Explain to others the essential business aspects of a project

Answer 13

D. Explain to others the essential business aspects of a project

Question 14

Which of the following is a strategic and business management skill that is desirable for a project manager:

A. Manage the project schedule
B. Tailor both traditional and agile tools, techniques, and methods for each project
C. Developing and applying pertinent product and industry expertise
D. Guide motivate and direct a team

Answer 14

C. Developing and applying pertinent product and industry expertise

Question 15

Which of the following is not a leadership skill that is desirable for a project manager:

A. Negotiation
B. Communication
C. Critical thinking
D. Scheduling

Answer 15

D. Scheduling

Question 16

Power that involves charm and attraction is known as:

A. Positional power
B. Personal or charismatic power
C. Punitive or coercive power
D. Ingratiating power

Answer 16

B. Personal of charismatic power

Question 17

Which of the following is a characteristic of leadership:

A. Focus on relationships with people
B. Focus on systems and structure
C. Do things right
D. Ask how and when

Answer 17

A. Focus on relationships with people

Question 18

Which of the following is a characteristic of management:

A. Innovate
B. Inspire trust
C. Ask what and why
D. Accept status quo

Answer 18

D. Accept status quo

Question 19

Yvette is a project manager in JNM and likes to allow her team to make their own decisions and establish their own goals. Yvette’s leadership style is:

A. Transactional
B. Laissez-faire
C. Transformational
D. Interactional

Answer 19

B. Laissez-faire

Question 20

The ability to think abstractly, to see things differently, to innovate is the personality trait:

A. Creative
B. Cultural
C. Intellectual
D. Systemic

Answer 20

A. Creative

Question 21

PMBOK emphasizes this role for a project manager

Answer 21

The person who leads the team to achieve the project objectives

Question 22

Examples of people project managers might work with outside of their project team but within the organization conducting the project

Answer 22

Managers
Project sponsors
Senior committees
The Project Management Office (PMO)

Question 23

Examples of people project managers might work with outside of their project team and outside the organization conducting the project

Answer 23

Suppliers
Customers
Users of project outcomes

Question 24

Oft-cited skills that excellent project managers must have to spread project vision and provide direction

Answer 24

Relationship-building and communication skills

Question 25

Reasons that project managers will need to work with other project managers part of the same program

Answer 25

Division of resources Coordination of project activity Overall organization objectives

Question 26

Ways that project managers fulfill their role as advocate for the project within the organization

Answer 26

Report on progress Answer questions Engage in discussions Support project management generally

Question 27

Particular to each organization, this will influence the relationships the project manager will have

Answer 27

Organization structure

Question 28

These are some areas that project managers should pay attention to stay up to date

Answer 28

Trends in the industry they’re working in The environment (economic and political conditions) The area they specialize in The project management profession Making contributions to the project management profession

Question 29

Three main areas described by the PMI Talent Triangle

Answer 29

Technical Project Management Leadership Strategic and Business Management

Question 30

Framework for the PMI Talent Triangle

Answer 30

The Project Manager Competency Framework

Question 31

Within the PMI Talent Triangle, Technical Project Management can be described this way

Answer 31

The technical knowledge and skills needed to manage projects

Question 32

Within the PMI Talent Triangle, Leadership can be described this way

Answer 32

Guiding and motivating the project team

Question 33

Within the PMI Talent Triangle, Strategic and Business Management can be described this way

Answer 33

Industry and organization knowledge that can be applied to improve business performance

Question 34

Knowledge Areas in PMBOK

Answer 34

These describe many of the technical skills that are used in managing projects

Question 35

Project manager knowledge that contributes to Technical Project Manager skills

Answer 35

``` Critical success factors Schedule Selected financial reports Issue log Appropriate application of technical knowledge and skills Sufficient time for project planning ```

Question 36

Project manager knowledge that contributes to Strategic and Business Management skills

Answer 36

Impact on goals and objectives of the organization Impact on operations of the organization Activities throughout the organization/domain knowledge The organization’s mission and strategy Risks to the business Financial implications

Question 37

Project manager skills that contribute to Leadership skills

Answer 37

``` Guiding and motivating Negotiating Communicating Problem solving Critical thinking ```

Question 38

Four types of power leaders may need to be able to deal with

Answer 38

Positional Informational Referent Situational

Question 39

Positional power

Answer 39

Power associated with a particular role

Question 40

Informational power

Answer 40

Power obtained by having information

Question 41

Referent power

Answer 41

Power given to someone because they are respected or admired

Question 42

Situational power

Answer 42

Power due to circumstances that may exist

Question 43

The difference between management and leadership for project managers

Answer 43

Management - associated with directing people to do things | Leadership - associated with guiding through inspiration and persuasion

Question 44

Three common leadership styles

Answer 44

Laissez-faire Transactional Charismatic

Question 45

Laissez-faire leadership style

Answer 45

People can do what they want

Question 46

Transactional leadership style

Answer 46

Rewards are based on behaviours that are desired

Question 47

Charismatic leadership style

Answer 47

Inspirational, often through energy and enthusiasm

Question 48

Relationship between project manager and project sponsor

Answer 48

Alignment between the project and the organization, focus for the project team, and integration of processes, knowledge, and people

Question 49

Perform Integrated Change Control process

Answer 49

Process used to make changes in the project to ensure that their impact throughout the project will be considered and addressed

Question 50

Integration at the Cognitive Level

Answer 50

Integration of the project manager’s beliefs, knowledge, skills, understanding of the business, experience, and leadership, with their knowledge of the project management process

Question 51

Integration at the Context Level

Answer 51

Integration of the project context with the project manager’s approach