Ch 10

1.

1 point

1. Managing a project and leading a project are two different things. Project leadership is about coping with

A. Formulating plans and objectives

B. Monitoring results against plans

C. Change

D. Taking corrective action when necessary

E. Designing structures and procedures

2.

1 point

2. One difference between project management and project leadership is that project management includes:

A. Recognizing the need to alter direction

B. Aligning people to meet new directions

C. Monitoring results against plans

D. Motivating people to meet new objectives

E. Deviating from the plan

3.

1 point

3. A well-defined project that encounters no significant surprises would require little

A. Management

B. Leadership

C. Monitoring

D. Corrective action

E. Controlling

4.

1 point

4. When managing stakeholders, a project manager should

A. Develop a hands-on approach

B. Focus on the project team and their needs

C. Understand how different stakeholders can affect the project and manage that dependency

D. Manage and limit time negotiating with stakeholders outside of the organization

E. Refuse to be pulled by the demands of people who are not directly involved in the project

5.

1 point

5. Which of the following groups of stakeholders place constraints on project work such as requiring permits to be secured, that work is built to code, or that safety standards are met?

A. Project sponsors

B. Government agencies

C. Project managers

D. Customers

E. Top management

6.

1 point

6. The second ring in the network of relationships for project managers includes all of the following EXCEPT

A. Other project managers

B. Customers

C. Functional managers

D. Top management

E. Project sponsors

7.

1 point

7. A high-ranking manager who advocates the project and uses her or his influence to gain approval of the project is a project

A. Promoter

B. Champion

C. Godfather

D. Sponsor

E. Advocate

8.

1 point

8. Which group of stakeholders defines the scope of the project and ultimately determines whether or not the project is successful?

A. Customers

B. Top management

C. Project sponsors

D. Project managers

E. Project team

9.

1 point

9. In terms of commonly traded organizational currencies, being involved in a task that has a large significance and having a chance to do something important and do it well are examples of ______ -related currencies.

A. Task

B. Position

C. Inspiration

D. Relationship

E. Personal

10.

1 point

10. In terms of commonly traded organizational currencies, sharing personnel, undertaking unwanted tasks, and providing technical knowledge are examples of ______ -related currencies.

A. Task

B. Position

C. Inspiration

D. Relationship

E. Personal

11.

1 point

11. In terms of commonly traded organizational currencies, providing friendship, giving emotional backing, and listening to others’ concerns and issues are examples of _______ -related currencies.

A. Task

B. Position

C. Inspiration

D. Relationship

E. Personal

12.

1 point

12. In terms of commonly traded organizational currencies, giving a task that could result in a promotion, acknowledging someone’s effort and accomplishments, and providing opportunities for linking with others are examples of ______ -related currencies.

A. Task

B. Position

C. Inspiration

D. Relationship

E. Personal

13.

1 point

13. In terms of commonly traded organizational currencies, sharing tasks that increase someone’s skills and abilities and letting others have ownership and influence are examples of _______ -related currencies.

A. Task

B. Position

C. Inspiration

D. Relationship

E. Personal

14.

1 point

14. The following are necessary when mapping dependencies or building a social network EXCEPT

A. Identify those on whom the project depends for success

B. Identify whose opposition would keep you from accomplishing the project

C. Examine what sources of influence you have relative to those on whom you depend

D. Focus on the relationships with project team members since they are doing the project work and you have most influence over them

E. Diagnose another’s point of view as well as the basis for their positions

15.

1 point

15. Once you have established who the key players are that will determine success, then you initiate contact and begin to build a relationship with those players. Less effective managers

A. Spend the majority of their time outside their office

B. Are able to stay in touch with what is really going on through face-to-face interactions

C. Announce an open door policy and encourage others to see them when a problem or issue comes up

D. Initiate contact to provide encouragement and to reinforce the objectives and vision of the project

E. Talk with key stakeholders in attempt to keep abreast of developments and anticipate potential problems

16.

1 point

16. Which of the following is NOT one of the aspects of leading by example?

A. Priorities

B. Ethics

C. Urgency

D. Cooperation

E. Power

17.

1 point

17. When project managers recognize that if they want participants to exceed project expectations then they have to exceed others’ expectations of a good project manager, they are leading by example through which of the following aspects?

A. Urgency

B. Problem solving

C. Priorities

D. Standards of performance

E. Ethics

18.

1 point

18. Which of the following would be defined as the ability to lead and manage yourself by establishing a sense for who you are, what you stand for and how you should behave?

A. Proactive

B. Emotional intelligence

C. Empathetic

D. Sense of purpose

E. Personal integrity

19.

1 point

19. Which of the following would be defined as the ability or skill to perceive, assess and manage the emotions of one’s self and others?

A. Emotional stability

B. Coolness under pressure

C. Emotional intelligence

D. Empathy

E. Management sensitivity