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25 Cards in this Set
- Front
- Back
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You are the project manager for the JHG Project. This project requires coordination with the directors of manufacturing, human resources, the IT department, and the CIO. This is an example of what type of input to organizational planning?
A. Organizational interfaces B. Technical interfaces C. Interpersonal interfaces D. Human resource coordination |
A. The reporting interfaces for this project—the directors of manufacturing, human resources, the IT department, as well as the CIO—are examples of the organizational interfaces.
B is incorrect. Technical interfaces are the technical gurus for the project, such as the engineers and designers. C, the interpersonal interfaces, is not the best choice because this relationship describes the different individuals working on the project. D, human resource coordination, is also incorrect, as human resource coordination is not a project management input for organizational planning. |
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You are the project manager of the GHY Project. This project will remove old lights throughout your building and replace the fixtures with new, cost-saving lights. In this project you’ll work with internal and external vendors. Your project requires an electrician at month eight. This is an example of which of the following?
A. Organizational interfaces B. Resource requirements C. Contractor requirements D. Resource constraints |
B. Because the project requires the electrician, a project role, this is a resource requirement.
A is incorrect because it does not accurately describe the situation. C is incorrect. Contractor requirements would specify the procurement issues, the minimum qualifications for the electrician, and so on. D is incorrect because a resource constraint, while a tempting choice, deals more with the availability of the resource or the requirement to use the resource. |
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You are the project manager of the PUY Project. This project requires a chemical engineer for seven months of the project, but there are no available chemical engineers within your department. This is an example of which of the following?
A. Organizational interfaces B. Resource requirements C. Contractor requirements D. Resource constraints |
B. The project needs the resource of the chemical engineer to be successful. When the project needs a resource, it is a staffing requirement.
A, C, and D are all incorrect. This is not a situation describing an organizational interface or contractor requirement. Resource constraints might include a requirement to use a particular resource or that a resource must be available when certain project activities are happening. |
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As a PMP you need to recognize the different organizational structures and the expected amount of authority a project manager will have in these environments. For example, pretend you are the project manager in an organization with a weak matrix. Who will have the authority on your project?
A. The project manager B. The customer C. Functional management D. The team leader |
C. In a weak matrix structure, functional management will have more authority than the project manager.
A, B, and D are all incorrect because they do not have as much authority on a project in a weak matrix environment as functional management will have. |
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You are the project manager for the LMG Project. Your project will have several human resource issues that must be coordinated and approved by the union. Which of the following statements is correct about this scenario?
A. The union is considered a resource constraint. B. The union is considered a management constraint. C. The union is considered a project stakeholder. D. The union is considered a project team member. |
C. In this instance, the union is considered a project stakeholder because it has a vested interest in the project’s outcome.
A is incorrect because the union is not a resource constraint—it is interested in the project management methodology and the project human resource management. B is incorrect. The union is the counterweight to the management of the organization—not to the project itself. D is also incorrect. The union is not a project team member. |
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You are the project manager of the PLY Project. This project is similar to the ACT Project you completed earlier. What method can you use to expedite the process of organization planning?
A. Use the project plan of the ACT Project on the PLY Project. B. Use the roles and responsibilities definitions of the ACT Project on the PLY Project. C. Use the project team reward structure of the ACT Project on the PLY Project. D. Use the project team of the ACT Project on the PLY Project. |
B. When projects are similar in nature, the project manager can use the roles and responsibilities definitions of the historical project to guide the current project.
A is incorrect. The entire project plan of the ACT Project isn’t needed. Even the roles and responsibilities matrix of the historical project may not be an exact fit for the current project. C is also incorrect because copying the project team reward structure is not the best choice of all the answers presented. D is incorrect because using the same project team may not be feasible at all. |
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In your organization, management is referred to as coaches. As a project manager, you are referred to as a project coach. A human resource document should be created to handle this scenario. What should it cover?
A. How coaches are separate from managers B. How coaches are the same as managers C. How a coach is to complete his job D. How the project team is to work for a coach |
C. When project managers, or managers in general, are referred to by different terms, a job description is needed so that the project manager can successfully complete the required obligations.
A and B are incorrect choices. The project manager must know what the specific responsibilities are, not the similarities and differences between the current role and management. D is also incorrect. By the project manager knowing how to complete his job, the role of the project team should be evident. |
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You are the project manager of the JQA Project. This project will last for eight months, and you have 12 project team members. Management has requested that you create a chart depicting all of the project resource needs and the associated activities. Management is looking for which type of chart?
A. A roles chart B. A roles matrix C. A roles and responsibilities matrix D. A Gantt chart |
C. Management is looking for a roles and responsibility matrix. This chart lists the roles and responsibilities, and depicts the intersection of the two.
A and B are incorrect. Management is looking for more than a listing of the roles and the associated responsibilities. D is not an acceptable answer for the scenario presented, as Gantt charts are visual representation of the flow and duration of the project work against a calendar. |
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Many theories and philosophies can affect the approach a manager uses to lead and manage the project team. Based on your knowledge of the different management theories, which of the following is an example of the X in Theory of X and Y?
A. Self-led project teams B. Micromanagement C. Team members able to work on their own accord D. EVM |
B. The X in the Theory of X and Y states that workers have an inherent dislike of work and will avoid it if possible. Micromanagement is a method with regard to X that helps to make certain workers complete their work.
A and C are actually examples of McGregor’s Theory of X and Y. D is incorrect because EVM is not directly related to McGregor’s Theory of X and Y. |
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You are the project manager of the PLN Project. The team members are somewhat “afraid” of you as project manager because they see you as management. They know that a negative review from you about their project work will affect their yearly bonus. This is an example of which of the following?
A. Formal power B. Coercive power C. Expert power D. Referent power |
B. When the project team is afraid of the power the project manager yields, this is called coercive power.
A, C, and D are incorrect because these describe assigned, referential, and technical powers over the project. |
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You are the project manager of the MMB Project. The president of the company has spoken to the project team about the confidence and respect he has in you to lead the project to a successful completion. The project manager has what type of power on this project?
A. Formal power B. Coercive power C. Expert power D. Halo power |
A. The company president has assigned you to the position of the project manager, so you have formal power.
B is incorrect because coercive power is the associated fear of the project manager. C is incorrect because expert power is derived from the project manager’s experience with the technology being implemented. D is also incorrect. Halo power is not a viable answer to the question. |
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Management has approached Tyler, one of your project team members. Tyler is a database administrator and developer whose work is always on time, accurate, and of quality. He also has a reputation of being a “good guy” and is well liked. Because of this, management has decided to move Tyler into the role of a project manager for a new database administration project. This is an example of which of the following?
A. Management by exception B. The halo effect C. Management by objectives D. McGregor’s Theory of X and Y |
B. The halo effect is the assumption that because a person is good at a certain technology, she will also be good at managing a project dealing with said technology.
A, C, and D are all incorrect because these do not describe the halo effect. |
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Susan is the project manager for the PMG Project. She makes all the decisions on the project team, regardless of the project team’s objections. This is an example of which of the following management styles?
A. Autocratic B. Democratic C. Laissez faire D. Exceptional |
A. Susan is an autocratic decision maker.
B is incorrect because a democracy counts each project team member’s opinion. C is incorrect because laissez faire allows the project team to make all the decisions. D is also incorrect. This is not exceptional project management. |
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You are a new project manager in your company. Many of the project team members do not know you, haven’t worked with you before, and don’t seem interested in working on the project goal now. Some problems have come up in the project and need to be addressed immediately for the project to be successful. Which problem-solving technique is the best for most project management situations?
A. Confronting B. Compromising C. Forcing D. Avoidance |
A. Confronting is the best problem-solving technique, since it meets the problem directly.
B is incorrect. Compromising requires both sides of an issue to give up something. C is incorrect. Forcing requires the project manager to force a decision based on external inputs, such as seniority, experience, and so on. D is also incorrect. Avoidance ignores the problem and does not solve it. |
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Harold is an outspoken project team member. All of the project team members respect Harold for his experience with the technology, but things usually have to be done as Harold sees fit; otherwise, things don’t go well. During a discussion on a solution, a project team member throws up her arms and says, “Fine, Harold, do it your way.” This is an example of which of the following?
A. A win-win solution B. A leave-lose solution C. A lose-lose solution D. A yield-lose solution |
D. When Harold always has to win an argument and team members begin to give in to Harold’s demands simply to avoid arguments rather than to find an accurate solution, this is a yield-lose situation.
A is incorrect because both parties do not win. B is incorrect because the project team member did not leave the conversation, but rather ended it. C is also incorrect. A lose-lose solution is a compromise in which both parties give up something. |
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You are the project manager for the GBK Project. This project affects a line of business, and the customer is anxious about the success of the project. Which of the following is likely not a top concern for the customer?
A. Project priorities B. Schedule C. Cost D. Personality conflicts |
D. Personality conflicts are likely a concern for the customer but are not as important as project priorities, schedule, and cost. The customer hired your company to solve the technical issues.
A, B, and C are all incorrect because these are most likely the top issues for a company in a project of this magnitude. |
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As a project manager in a projectized organization, you believe that projects operate better when the project team is involved in the management processes. You like to include the project team in decisions, listen to their input, and create a familial environment. Which theory believes that workers need to be involved with the management process?
A. McGregor’s Theory of X and Y B. Ouchi’s Theory Z C. Herzberg’s Theory of Motivation D. The Expectancy Theory |
B. Ouchi’s Theory Z states that workers need to be involved with the management process.
A is incorrect. McGregor’s Theory of X and Y posits that X workers don’t want to work and need constant supervision. Y workers will work if the work is challenging, satisfying, and rewarding. C is also incorrect because Herzberg’s Theory of Motivation describes the type of people and what excites them to work. D, the Expectancy Theory, describes how people will work based on what they expect because of the work they do. |
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Employees and employers enter into the employment contract with certain obligations. The employee is obligated to work and perform according to requirements. The employer is obligated to abide by the employment offer and pay the worker accordingly. Which of the following states that as long as workers are rewarded they will remain productive?
A. McGregor’s Theory of X and Y B. Ouchi’s Theory Z C. Herzberg’s Theory of Motivation D. The Expectancy Theory |
D. The Expectancy Theory describes how people will work based on what they expect because of the work they do. If people are rewarded because of the work they complete and they like the reward (payment), they will continue to work.
A, B, and C are all incorrect because these theories do not accurately describe the scenario presented. |
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You are the project manager for the Industrial Lights Project. You have been hired by your organization specifically because of your vast experience with the technology and with projects of this nature. The project team is aware of your experience. You likely have what type of power on this project?
A. Formal power B. Coercive power C. Expert power D. Referent power |
C. You, the project manager, have expert power on this project because of your experience with the technology and with projects that are similar in nature.
A, B, and D are all incorrect. These project management powers do not accurately describe the scenario. Formal power is appointed power. Coercive power describes fear of the project manager. Referent power describes power by association and personal knowledge. |
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You are the project manager for the GHB Project. You have served as a project manager for your organization for the past ten years. Practically all of your projects are completed on time and on budget. The project team has worked with you in the past, and they consider you to be an expert project manager. They also like working with you. Given all of this, you likely have what type of power on this project?
A. Formal power B. Coercive power C. Expert power D. Referent power |
D. This is referent power because the project team knows you, the project manager, personally.
A and B are incorrect choices because they do not describe the scenario. C is incorrect because expert power does not deal with the ability to lead and complete a project, but instead focuses on being an expert with the technology that the project deals with. |
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Several types of power can be used in project management. Some of the powers are based on the project manager’s experience, knowledge, perception, or even relationship. Which of the following scenarios is an example of coercive power?
A. A project manager who has lunch with the project team every Thursday B. A project manager who will openly punish any team member who is late with an activity C. A project manager who has worked with the technology on the project for several years D. A project manager who is friends with all of the project team members |
B. Coercive power is the power a project manager yields over the project team, which is essentially formal authority.
A is incorrect. Only referent power may come through lunch meetings. C is incorrect because experience is expert power. D is incorrect because interpersonal relationships are examples of referent power. |
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Charles is the project manager for the WAC Project. The customer and a project team member are in conflict over the level of quality needed on a sampling. Charles decides to split the difference between what the two stakeholders want. This is an example of which of the following?
A. A win-win solution B. A win-lose solution C. A lose-lose solution D. A leave-lose solution |
C. When both parties give up something, it is a compromise. A compromise is an example of a lose-lose solution.
A is incorrect. Win-win is accomplished through confrontation. B is incorrect because win-lose allows only one party to get what she wants from the scenario. D is incorrect because a leave-lose solution occurs when one party walks away from the problem. |
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Mike is the project manager for a project with a very tight schedule. The project is running late, and Mike thinks that he does not have time to consider all the possible solutions that two team members are in disagreement over. Mike quickly decides to go with the team member with the largest amount of seniority. This is an example of which of the following?
A. Problem solving B. Compromising C. Forcing D. Withdrawal |
C. Forcing happens when the project manager makes a decision based on factors not relevant to the problem. Just because a team member has more seniority does not mean this individual is correct.
A is incorrect because problem solving is not described in the scenario. B is incorrect because compromising happens when both parties agree to give up something. D is incorrect because withdrawal happens when a party leaves the argument. |
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You are a project manager in a projectized organization. Your job as a project manager can be described best by which of the following?
A. Full-time B. Part-time C. Expeditor D. Coordinator |
A. Project managers are typically assigned to a project on a full-time basis in a projectized organization.
B, C, and D are incorrect because they do not accurately describe the work schedule of a project manager in a projectized environment. |
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You are the project manager of the NHH Project for your organization. This project will span three countries and utilize four languages: English, Flemish, French, and Spanish. In this project you’ll rely heavily on a virtual project. Of the following, which one is a benefit of using a collocated team?
A. The project team is dispersed, so the team is self-led. B. The project team is dispersed, so communication increases. C. The project team is in the same physical location, so their ability to work as a team is enhanced. D. The project team is in the same physical location, so project costs are greatly reduced. |
C. When a project team is collocated, all of the project team members are in the same physical location, which increases their ability to work as a team.
A and B are incorrect. Collocated teams are not dispersed. D is incorrect because a collocated team does not ensure that costs are reduced. In some situations, costs may be increased due to the travel expenses of bringing all the team members together to complete the project. |
