3770 Ch.10 – Flashcards

Project success or failure often is reliant upon the contributions of all of the following groups of stakeholders EXCEPT A. Customers. B. Suppliers. C. Contractors. D. Competitors. E. Top management.

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.

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.

A well-defined project that encounters no significant surprises would require little A. Management. B. Leadership. C. Monitoring. D. Corrective action. E. Controlling.

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.

Which metaphor best captures the role of a project manager? A. The conductor of an orchestra B. The point guard on a basketball team C. A programmer on a software development team D. A scout on an exploration E. A mathematics instructor

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

Stakeholders such as human resources, information systems, purchasing agents, and maintenance are typically classified as A. Project managers. B. Administrative support. C. Functional managers. D. Project sponsors. E. Customers.

The closest relationships in a project network of relationships are between the project manager and A. Other project managers. B. Project sponsors. C. Top management. D. Customers. E. Project team members.

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.

The outer ring in the network of relationships for project managers includes all of the following EXCEPT A. Other organizations. B. Customers. C. Contractors. D. Government agencies. E. Administrative support.

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.

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

Networks are mutually beneficial alliances that are generally governed by the law of A. Supply-demand. B. Brooks' law. C. Reciprocity. D. A squeaky wheel. E. Risk-reward.

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

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

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

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

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

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.

Which of the following is used at Hewlett-Packard for building relationships with key players that will determine a project's success? A. MBO B. MBA C. GIGO D. MBWA E. PMI

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.

Research consistently points out that project success is strongly affected by the degree to which a project has the support of top management. The following are ways a project manager can manage upward relationships EXCEPT A. Never ignore the chains of command. B. Prove loyalty. C. Pick the optimum time to appeal to top management. D. Consistently follow through on requests. E. Accept profound differences in perspective and become skilled at the art of persuading superiors.

Which of the following is NOT one of the aspects of leading by example? A. Priorities B. Ethics C. Urgency D. Cooperation E. Power

The traits of successful project managers include all of the following EXCEPT A. Pessimist. B. Proactive. C. Skillful politician. D. Effective time management. E. Personal integrity.

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

To provide greater clarity to business ethics, many companies and professional groups A. Encourage managers to rely on their own personal sense of right and wrong. B. Post consequences to unethical behavior. C. Publish a code of conduct. D. Conduct annual training seminars on business ethics. E. Establish a reward system for those who display ethical behavior.

The key to exercising influence is A. To make few mistakes. B. To build trust. C. To build a network of top-level people. D. To understand the political connections within the organization. E. To make friends with everyone.

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

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