Executing Test 3 Flashcards
1
Q
Effective project managers have the following characteristic:
knowledge
performance
personal commitment
all of the above
A
all of the above
2
Q
An example of an intangible asset is
a utility
a fixture
a tool
goodwill
A
goodwill
3
Q
What type of manager would most likely use the “management by objective” technique with employees?
A manager that follows Maslow’s acquired needs ladder.
A manager that employs Herzberg’s motivational theory.
A Theory Y manager.
A Theory X manager.
A
A Theory Y manager.
4
Q
_______ skills create empathetic relationships with project team members. Being more sensitive to others helps motivate and establish cohesiveness.
Leadership
Team building
Organizational
Conflict management
A
Team building
5
Q
What are the warning signs a third-party mediator is needed?
When the parties become suspicious and refuse to cooperate with each other.
When insults and threats of physical violence occur.
When stereotypes are exposed.
When the current situation begins to resemble past project experiences.
A
When the parties become suspicious and refuse to cooperate with each other.
6
Q
Ernie believes that every worker does not dislike work, and considers it as natural as eating, playing, and sleeping. Ernie believes achieving self-actualization and satisfaction of personal needs is enough motivational reward, and if there was extra incentive, his team would not hesitate to work overtime to meet the deadline. Ernie manages according to ______ philosophy.
Maslow’s
Herzberg’ motivation
Theory Y
the acquired needs
A
Theory Y
7
Q
Recognition, responsibility, achievement, and job satisfaction are
motivators.
achievement objectives.
coercion techniques.
essential to effective management.
A
motivators.
8
Q
A benefit to using coercive power is
It maintains the organizational structure and enforces its culture.
The ultimate success of the manager becomes the subordinate’s success reward.
It can increase productivity when discipline is coupled with praise for good work.
It makes the organization stronger and more profitable.
A
It can increase productivity when discipline is coupled with praise for good work.
9
Q
It is not advisable to wait until the numbers nosedive before changing management, methods, operation, or processes. What factor is NOT an effective indicator of a change or leadership problem?
Performance.
Degree of cooperation.
Commitment.
Dedication to accomplishing tasks.
A
Performance.
10
Q
The project is running behind schedule. At a project progress meeting, Ernie informs his boss that the team has encountered unforeseen problems that have caused certain phases to be delayed or slow to complete, which might mean the scheduled deadline will not be met. The boss states that that the team just isn’t motivated to do the work and Ernie needs to threaten the members with no additional pay for any time the project extends past its scheduled completion date, or coerce or more closely control the team to meet the deadline. What management approach does the boss employ?
Maslow’s theory.
Theory X.
Theory Y.
Theory Z.
A
Theory X.
11
Q
How is a request to potential sellers to submit a proposal or bid handled?
Formally.
By publishing the request in a newspaper.
By posting it on the internet.
any of the above.
A
any of the above.
12
Q
What type of leader welcomes input and serious consultation, and is highly-supportive of employees?
Directing.
Supporting.
Delegating.
Coaching.
A
Coaching.
13
Q
When issues arise during the course of managing the project team, the project manager may keep ______ to help the project team monitor issues until closure.
a resolution diary
an issue log
an action journal
a conflict report
A
an issue log
14
Q
The difference between conflict resolution and conflict management is
Conflict management is general over the entire organization; conflict resolution is issue-specific.
Conflict management is long term; conflict resolution is short-term.
Conflict management and conflict resolution demand management intervention.
Conflict management assumes all conflict is bad; conflict resolution assumes all conflict has a solution.
A
Conflict management is long term; conflict resolution is short-term.
15
Q
An important tool project managers use to effectively undertake and manage a variety of tasks and responsibilities is
Multi-tasking.
Mediating.
Coping.
Mainstreaming.
A
Multi-tasking.
16
Q
When moral issues arise in interviewing, they are generally related to:
an inconvenient or hard to find interview location.
IQ tests given as part of the interview process.
specific background and credit check information discussed openly at the interview.
how the interview was conducted.
A
how the interview was conducted.
17
Q
Effective managers may not be equally effective leaders. Under what conditions can leadership be “overplayed”?
When it is evaluated according to performance.
When the individual is assigned to lead a group or team.
When the role has not been fully defined.
When the role is not appropriately suited to the individual.
A
When it is evaluated according to performance.
18
Q
What process oversees the staff management plan and tracks team and work performances?
Develop Project Team
Develop Human Resource Plan
Manage Team
all of the above
A
Manage Team
19
Q
Tailoring considerations in resource management include
diversity
program management
synergy
ecological impact
A
diversity
20
Q
Information documented in the issue log includes:
Changes to the project.
Added, substituted, or released team members during the project.
Recognitions and rewards.
Those responsible for resolving specific issues by a target date.
A
Those responsible for resolving specific issues by a target date.
21
Q
Conflict is:
natural.
artificial.
a personal issue.
all of the above.
A
natural.
22
Q
Techniques for resolving conflict include:
saving
combating
attacking
none of the above
A
none of the above
23
Q
_______ can help reduce conflict
Team ground rules
Clearly defined roles and responsibilities
Communication planning
All of the above
A
All of the above
24
Q
_______ is a general term used to describe a variety of ways people handle grievances.
Conflict development
Conflict resolution
Conflict strategy
Conflict management
A
Conflict management
25
Considerations for agile environments related to resource management include
legacy cultures.
non-collaborative approaches.
strict organizational structures.
self-organizing teams.
self-organizing teams.
26
Factors that influence conflict resolution methods include:
risks.
relative importance of conflict.
cost pressure.
none of the above.
relative importance of conflict.
27
The project management team monitors progress toward project deliverables through
project organization charts and schedules.
periodic team performance reviews.
observations and conversations with team members.
performance reports.
observations and conversations with team members.
28
Why is successfully managing conflict important?
Conflict wastes resources.
Constructive conflict enforces needed change.
Conflict resolution takes time away from the business focus.
Less conflict = greater productivity.
Less conflict = greater productivity.
29
What are some contributing sources of conflict?
Scarce resources.
Management policies.
Role definitions.
Unbalanced team assignments.
Scarce resources.
30
In the Norming phase:
lack of trust ensues
team members work together
the environment is destructive
none of the above
team members work together
31
Stages of team development include
storming
touring
melding
none of the above
storming
32
Effective decision making includes
focusing on goals to be served.
managing opportunity and risk.
studying environmental factors.
all of the above.
all of the above.
33
Selection criteria for resources used in decision making includes
analytical templates.
combating.
availability.
parametric estimating.
availability.
34
What types of specific issues and obstacles that prevent the project team from achieving its goals, are documented in the issue log?
Differences in opinion.
Situations that need to be investigated.
Responsibilities that arise that need to be assigned or reassigned.
Any of the above.
Any of the above.
35
James is setting up a project management office at a company. Setting up a PMO is a complex project as the scope and requirements of the project are continuously changing. The project is still in the initiating phase and during a brainstorming session a few functional managers could not agree on some of proposed project objectives and deliverables. What should James do in this situation?
Facilitate consensus between functional managers
Ignore the concerns as functional managers would never accept the existence of a PMO
Seek the project sponsors support to force the preferred decision
Issue a change request
Facilitate consensus between functional managers
36
An activity associated with Control Procurements is
identifying risks
making changes and corrections
evaluating project progress
communicating with stakeholders
making changes and corrections
37
A ______ is the formal bid request, prepared and sent to each seller by the buyer, defining and describing the requested procurement.
bid document
seller's proposal
procurement document package
buyer's proposal
procurement document package
38
A ______ is a formal seller-prepared document describing the seller's ability and willingness to provide the requested products, services, or results described in the procurement documentation.
bid document
proposal
procurement document
call for bids
proposal
39
Inputs to Conduct Procurements include:
Project Management Plan
Seller proposals
Project documents
all of the above
all of the above
40
Outputs from Conduct Procurements include:
project documents updates
selected sellers
change requests
all of the above
all of the above
41
______ are those sellers asked to submit a bid, proposal, or quotation
Selected sellers
Procurement participants
Proposed sellers
Targeted sellers
Selected sellers
42
Sellers can be used to extend the team
under no circumstances
in agile environments
for tailoring considerations
in program management only
in agile environments
43
______ is a check on proposed pricing, which is then compared to the contract SOW. Significant variances between the two indicates the seller did not understand or failed to respond to the contract SOW, or the marketplace has changed.
A cost screening
A price rating
A cost comparison system technique
An independent estimate of costs
An independent estimate of costs
44
In Project Procurement Management, how do weighting systems work?
Each criterion is assigned a rating and an overall score is computed for each seller.
Minimum seller performance requirements are established and each seller is ranked based on past projects.
An independent estimate of cost is used to check the seller's proposed pricing, and then compared to the contract SOW.
Performance quality ratings, delivery performance, and contract compliance are averaged and the seller ranked.
Each criterion is assigned a rating and an overall score is computed for each seller.
45
Bidder conferences serve
to review the SOW with the selected seller.
To ensure all prospective sellers understand the procurement.
To develop the qualified sellers list.
To interview prospective sellers.
To ensure all prospective sellers understand the procurement.
46
Source selection criteria includes:
Danger
Risk
Problems
none of the above
Risk
47
Evaluation criteria in procurement management is used to
rate proposals.
manage proposal submittals.
manage risk.
organize submittal review.
rate proposals.
48
Scope creep is:
When features are added without prior customer approval.
The adding of project (scope) functionality features without considering time involved.
Adding features and functionality without considering cost and resources.
All of the above.
All of the above.
49
If the project manager decides to "fast track" the project schedule, he or she is
adjusting logical relationships to produce network paths.
scheduling sequential activity phases so they will be performed in parallel.
making tradeoffs between the cost and schedule, to escalate activity completion.
adjusting leads and lags to produce a zero or positive total float.
scheduling sequential activity phases so they will be performed in parallel.
50
The critical path is
the longest path through the network diagram
the shortest path through the network diagram
seldom used in modern project management
ignored by stakeholders
the longest path through the network diagram
51
The schedule compression technique meets schedule constraints and imposed dates by
recognizing and evaluating project risks.
adjusting logical relationships to produce network paths.
shortening the project schedule without changing the project scope.
adding duration buffers.
shortening the project schedule without changing the project scope.
52
Approved change requests, corrective actions, defect repairs, and preventive actions are confirmed by
quality audits.
quality reviews.
process analyses.
implemented preventive actions.
quality audits.
53
Structured, independent reviews to determine if project activities comply with organizational and project policies and procedures, are
quality audits.
quality reviews.
process analyses.
implemented preventive actions.
quality audits.
54
Primary objectives of a quality audit include identifying
gaps
shortcomings
good/best practices being implemented
all of the above
all of the above
55
Quality audits are performed
randomly.
by trained in-house auditors.
by third parties outside the performing organization.
all of the above.
all of the above.
56
______ are tools that can be used to document and monitor the resolution of issues.
Resolution diaries
Corrective actions reports
Issue logs
Action journals
Issue logs
57
How are issues handled?
They are clarified and a target resolution date is set.
They are logged and scheduled for unbiased discussion.
They are processed, presented at a stakeholder meeting and gain constructive feedback toward resolution.
They are logged and filed as historical data with performance reports.
They are clarified and a target resolution date is set.
58
What is, or what constitutes, an "issue"
A point that is not settled.
A matter under discussion where there are opposing views.
A question in a dispute.
any of the above.
any of the above.
59
A deliverable is
A newly constructed four-lane highway.
Computer training for employees.
Retooled widgets.
All of the above.
All of the above.
60
Project documents updated during project execution include:
Requirements documents
Project logs
Risk register
all of the above
all of the above
61
Other implemented output produced as a result of performing project planned work includes
defect repair.
forecasts.
recommended preventive actions.
contract completion.
defect repair.
62
The project management information system
is a secondary project team comprised of outside stakeholders whose only function is to provide information and feedback.
is an automated system used by the project management team to aid in project execution.
verifies project management planning schedule the team uses to meet project and project phase deadlines.
is a process that aids the team in executing the PMP.
is an automated system used by the project management team to aid in project execution.
63
Configuration management includes
validation and testing.
cost accounting.
identification.
none of the above.
identification.
64
Part of the project execution process involves ______ the completion status of the deliverables.
evaluating cost overrun information about
collecting work performance information about
generating forecasts for
administrative oversight for
collecting work performance information about
65
During the project, progress payments are made at periodic intervals. Information collected for progress payments includes
The total project cost of the work in-progress.
An incremental percentage of the total project cost.
Percentage of the work that is considered complete.
Completed and accepted work plus markups.
Completed and accepted work plus markups.
66
Changes that affect product scope include
Corrective actions.
Administrative repair.
Schedule revisions.
Cost analyses.
Corrective actions.
67
Products, services, and results of the project are in the form of _____ deliverables.
tangible
intangible
physical
geographical
tangible
68
What is Parkinson's law?
Work contracts to fit minimal schedule
Work is variable
Work expands to fill time available for completion
Work is static
Work expands to fill time available for completion
69
Modifications to work methods, product and quality requirements, and performance reports are elements of QA
audits.
quality reviews.
change requests.
implemented preventive actions.
change requests.
70
Continuous process improvement provides the project management team with
an iterative means for improving the quality of all processes.
project oversight.
structured reviews to determine if project activities comply with requirements.
a means for identifying where activity improvements are needed.
an iterative means for improving the quality of all processes.
71
Inspection is
stopping an error before it evolves.
keeping errors out of the hands of the customer.
used to achieve stakeholder satisfaction.
none of the above.
keeping errors out of the hands of the customer.
72
Project documents used in Manage Quality include:
Quality metrics
Quality control measurements
Risk report
all of the above
all of the above
73
Manage Quality is
The process of identifying which quality standards are relevant to the project and determine how to satisfy them.
the process of numerically analyzing the effect on overall project objectives of identified risks.
analysis of the set of inherent characteristics necessary to fulfill project requirements.
auditing quality requirements to ensure appropriate quality standards are used.
auditing quality requirements to ensure appropriate quality standards are used.
74
Tools and techniques used in Manage Quality include
data gathering
data analysis
decision making
all of the above
all of the above
75
Current trends in Project Quality Management include
Customer satisfaction
management delegation
segregation from suppliers
limited improvement
Customer satisfaction
76
Organizational Process Assets used in Manage Team include
corporate apparel
checklists
pareto charts
gannt charts
corporate apparel
77
What Manage Team input provides a list of the project team members that will be evaluated during the monitoring and controlling process?
The project team assignments.
The team performance assessment report.
The staff performance report.
The resource availability list.
The project team assignments.
78
The project management team _______ during the Manage Team process.
observes team behavior
manages conflict
resolves issues
all of the above
all of the above
79
_______ are necessary to establish clear expectations regarding acceptable behavior by project team members.
Rewards
Ground rules
Diversity training programs
Performance reviews
Ground rules
80
What purpose does the roles and responsibilities list provide to the Manage Team process?
It is used to assess and prescribe actions that can be taken to resolve issues with and among team members.
It is used to compare performance against the project management plan.
It is used to monitor and evaluate performance.
It is used to designate assignments according to performance competency.
It is used to monitor and evaluate performance.
81
Important interpersonal skills an effective project manager uses when managing the project team include:
Authority and action.
Empathy and creativity.
Communication and directives.
Coaching and training.
Empathy and creativity.
82
The _______ is a Manage Team process input used to resolve issues, modify communication, and address conflict as a result of continued assessments of the project team's performance
organizational assets process
work performance schedule and report
team performance assessment
work performance information report
team performance assessment
83
Interpersonal and team skills used in Manage Team include:
conflict management
decision making
emotional intelligence
all of the above
all of the above
84
What are "soft skills?
Expertise.
Training.
Interpersonal skills.
Negotiation and conflict resolution.
Interpersonal skills.
85
Good indicators of a team's effectiveness include
Reduced staff turnover.
Uneven task distribution.
Uniformly adhering to group-developed policies, rules, and guidelines.
An appointed spokesperson.
Reduced staff turnover.
86
Rewards used in Develop Team
are formal
are informal
must be valued by the individual
all of the above.
all of the above.
87
_______ includes all activities designed to enhance the competencies of the project team members.
Training.
Promotional opportunities
Job rotation
Cross-training
Training.
88
Team-building and team-building activities are used to
Educate team members.
Advance team members' individual skills and expertise.
foster collaboration.
more effectively advance the organizations' or projects' agenda.
foster collaboration.
89
An example of formal training is:
Online courses.
Playing on the department softball team.
Inspections.
Test results.
Online courses.
90
What updates are made as a result of managing the project team?
The management plan is updated and performance reports are written.
Incorporation of processes and improvements are suggested.
Change requests are submitted and issues are resolved.
Corrective actions are suggested and preventive actions are put in place.
Change requests are submitted and issues are resolved.
91
It is often preferable to have all or most of the active team members operating in the same physical location. This, sometimes temporary, _______ is intended to enhance the team members' ability to perform as a team.
relocation
co-location
central location
operations location
co-location
92
The Manage Team process involves
Effecting communication.
Tracking team member performance.
Reviewing pertinent input.
Assigning tasks.
Tracking team member performance.
93
Who is generally responsible for the critical success of the project when the team members are accountable to both the functional manager and the project manager?
The functional manager.
The project manager.
Both the functional manager and the project manager.
The team members are responsible for their performance and the project's success.
The project manager.
94
Factors that influence conflict resolution include:
intensity of conflict
histogram results
stakeholder input
none of the above
intensity of conflict
95
An example of informal training is:
Classroom instruction.
Apprenticeship programs.
On-the-job training.
Observation.
Observation.
96
_______ is information received from the stakeholders regarding project operations that is used to modify or improve future project performance.
Feedback
Input
Deliverables
The requested change report
Feedback
97
The project team provides information to stakeholders, either formally or informally, in a presentation and format that is
relevant to the audience.
approved by the stakeholders.
managed and reviewed by the PM prior to distribution.
requested by those receiving the information.
relevant to the audience.
98
Tools used to distribute information include:
hard copy document distribution
email
fax
all of the above
all of the above
99
The project manager reviews project or item ______ when the seller selection decision is based on price.
bids
tender
quotes
any of the above.
any of the above.
100
Common types of procurement documents are
invitations to bid and requests for quotation.
proposal evaluation checklists and tender notices.
contractor initial responses and bid transactions.
non-disclosure agreements and bid proposals.
invitations to bid and requests for quotation.
101
Source selection criteria includes:
technical expertise
capability
management approach
all of the above
all of the above
102
_____ are received and reviewed by the buyer prior to seller selection when technical skills or approaches are required.
Evaluations
Proposals
Submissions
Contracts
Proposals
103
Procurement documents are primarily used:
For eliciting proposals from prospective sellers.
To keep an accurate record of make-or-buy project items.
For procuring necessary resources.
To manage commercial and standard items used on the project.
For eliciting proposals from prospective sellers.
104
Tools used in Conduct Procurements include:
Proposal evaluation techniques.
Seller conferences.
Pareto analysis.
All of the above.
Proposal evaluation techniques.
105
For a corporate moral, or ethical, code to be effective, it must be
realistic.
practiced.
judicious.
universal.
realistic.
106
The project is nearly complete when one of the customers informs the project manager that a lost portion of the specifications has surfaced. The customer admits that although the project can function in the short-term without the newly found feature, the feature really should be included. (The specification for the feature was misplaced and never made it into the contract and to add it would involve major alterations). The customer insists it must be included, as his reputation is on the line. The project manager
may approve the inclusion since the intent was for the feature to be in the initial contract.
should deny the request since the project is nearing completion.
should alert the customer to the progress and near completion state of the project, and the impact adding-in the feature would have, but inform the customer that they may submit a change request.
add the feature because the customer will not accept the project otherwise.
should alert the customer to the progress and near completion state of the project, and the impact adding-in the feature would have, but inform the customer that they may submit a change request.
107
Network etiquette is different from individual email etiquette in that:
postings are not intended for mass mailings.
Large audiences will read each posting.
Always include a company signature line.
the information is current and up-to-date.
Large audiences will read each posting.
108
The corporate culture as it refers to professional and social responsibility is:
An environment that encourages partnering with outside organizations to achieve a common objective.
Communicated values that have come from the community which impact the organizations goals and objectives.
Beliefs, norms, value systems, and activities that characterize the organization.
Acceptable operating procedures.
Beliefs, norms, value systems, and activities that characterize the organization.
109
Situation control is the amount of control and influence the manager has in their immediate work environment. Power is part of leadership, and is neither good nor evil. Power is simply the capacity one has to influence others' behaviors. What type of power enables the manager to arbitrarily issue rewards and punishment to subordinates?
Coercive.
Task structure.
Leader-member relations.
Position.
Position.
110
As a condition of employment, the company code of ethics requires its managers to be involved with community activities a designated number of hours per month. The company contends that it is difficult to envision an employee who reads to the blind at night, would cheat. What does this say about the company?
It is engaging in illegal HR practices regarding employment.
It is enforcing its code regarding the company's social responsibility.
It is disguising poor quality and company practices.
It is an effective part of a bigger marketing plan.
it is enforcing its code regarding the company's social responsibility.
111
Two older female employees were astounded at their young twenty-something coworker's nonchalant attitude about taking time off in the middle of a crunch deadline project to go to Hawaii for her sister's birthday party. The changing beliefs, values, and attitudes have altered the face of the workplace and have brought with it a psychology of
necessity.
entitlement.
perks.
bonuses.
entitlement.
112
Before disclosing any project specific intellectual property information, both parties ensure ______ are approved and accepted.
procurement documents
a formal bid proposal
non-disclosure agreements.
invoices
non-disclosure agreements.
113
A type of power that is typically utilized by autocratic managers, by virtue of fear, to keep command and control of subordinates is:
Coercive.
Legitimate.
Reward and punishment.
Socialized.
Coercive.
114
Managers and leaders obtain their power:
the same way they obtain their authority.
by virtue of professional knowledge and experience.
according to seniority within the organization.
according to their innate personality, behavior, and age.
the same way they obtain their authority.
115
It has been brought to the school's director of athletics attention that his baseball players, particularly the seniors desiring professional athletic contracts, have been injecting each other with enhancing drugs. Upon review of the players in question, the director finds the players will graduate high in their academics and have not brought any embarrassment to the school or team. A winning season will also mean increased revenue for the school and a bonus for him, his assistants, and coaches. What should the director do?
Ignore it since no harm has been done, and the school will ultimately benefit from a championship.
Handle the situation directly with the coaches.
Put the coaches and players on temporary suspension and rescind scholarships for the team.
Report it to the board, discuss it with the team and coaches and enforce current policies.
Report it to the board, discuss it with the team and coaches and enforce current policies.
116
Careful management is necessary to afford equal treatment and opportunities in a neutral environment. What activity favors diverse individuals or groups, and causes stressful workplace conditions, which often result in labor, union, and management conflicts?
Tokenism.
Favoritism.
Semitism.
Racism.
Tokenism.
117
Diversity and intercultural interaction and minority experiences impact the entire organization. The impact is seen in work groups, human resource development, and management. One of the systemic barriers regarding diverse interactions that is common to all organizations is
Negative attitudes within work groups.
Delayed promotions.
Minimal peer and superior support.
Limited mentoring relations.
Limited mentoring relations.
118
What is one primary concept everyone in the organization must remember regarding emails?
What goes on or through a company email system is filed nearly forever.
It is an informal one-to-one communication.
It is the heard of the company's business activity.
Clarity rather than length is the primary objective of emails.
What goes on or through a company email system is filed nearly forever.
119
Workplace demographics, ethnicity, culture and gender have dramatically changed. Communicating and managing diversity requires an understanding of group and individual differences. It is essential that everyone adapt, not just the ones that are different. What social strains influence viewpoints impacting effective communication within the diverse workplace?
Politics.
Religious beliefs.
Ethnicity.
All of the above.
All of the above.
120
Different cultures affect organizational performance differently. Cultures are comprised of organizational elements according to the type of business, such as size, external environment, and the organization's technology influence. These all influence the type of culture. The self-serving goals of an organization are known as its
mission.
culture.
value system.
politics.
politics.
121
What health and safety policy provides "reasonable accommodations" for those with HIV/AIDS as well as those requiring ramps for building and curb access?
The ADA act of 1990.
The occupational safety and health act of 1970.
The hazcom program.
The EPA.
The ADA act of 1990.
122
Stacey is managing a website development project. The project is approximately halfway through the execution phase. During a project status update meeting for the key stakeholders, the project sponsor requested a few minor changes to the project scope. What must Stacey do?
Adjust the scope management plan accordingly
Adjust the scope statement and the project WBS
Refer the project sponsor to the change control board
Write a change request on behalf of the sponsor and send to the change control board
Write a change request on behalf of the sponsor and send to the change control board
123
Which of the following is not a tool and technique of the Manage Stakeholder Engagement process?
Communication skills
Change requests
Interpersonal skills
Ground Rules
Change requests
124
Why is the change log an input to the Manage Stakeholder Engagement process?
The change log records all the change requests
The change log documents stakeholder communication requirements
The change log can be used to communicate recent changes to the appropriate stakeholders
The change log records current stakeholder engagement level information
The change log can be used to communicate recent changes to the appropriate stakeholders
125
Which of the following is not a desirable behavior?
Paying attention to the speaker
Nonverbal communication during communication
Interrupting the speaker in the middle of a speech if the topic being discussed is not interesting
Asking questions and giving feedback
Interrupting the speaker in the middle of a speech if the topic being discussed is not interesting
126
Which of the following documents is an input to the Manage Stakeholder Engagement process that documents stakeholder specific communication requirements, information to be communicated, formats and methods of distribution and the reasons for the information distribution?
Communication management plan
Stakeholder management plan
Change log
Organizational process assets
Communication management plan
127
Which of the following does not happen during the Manage Stakeholder Engagement process?
Components of the project management plan might get updated
Project objectives in the project charter might get updated
Stakeholder list in the stakeholder register might get updated
Lessons learned in the organizational process assets might get updated
Project objectives in the project charter might get updated
128
Which of the following organizational process assets is not an input to the Manage Stakeholder Engagement process?
Project advisory boards
Organizational communication requirements
Issue management procedures
Historical information about previous projects
Project advisory boards
129
Which of the following is not an interpersonal skill?
Planning
Trust building
Active listening
Resolving conflicts
Planning
