Terms in this set (89)1. 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. D. Competitors. 2. 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. C. Change. 3. 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. C. Monitoring results against plans. Good management brings about order and stability by formulating plans and objectives, designing structures and procedures, monitoring results against plans, and taking corrective action when necessary. Leadership involves recognizing and articulating the need to significantly alter the direction and operation of the project, aligning people to the new direction, and motivating them to work together to overcome hurdles produced by the change and to realize new objectives. 4. A well-defined project that encounters no significant surprises would require little A. Management. B. Leadership. C. Monitoring. D. Corrective action. E. Controlling. B. Leadership. Well-defined projects that encounter no significant surprises require little leadership. 5. 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. C. Understand how different stakeholders can affect the project and manage that dependency. The sheer breadth and complexity of stakeholder relationships distinguish project managers from regular management. To be effective, a project manager must understand how stakeholders can affect the project and develop methods for managing the dependency. 6. 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 A. The conductor of an orchestra 7. 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 B. Government agencies 8. 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. B. Administrative support. 9. 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. E. Project
team members. 10. 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. B. Customers. 11. 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. C. Contractors. 12. 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. D. Sponsor. Project sponsors champion the project. Their reputation is tied to the success of the project. They defend the project when it comes under attack and are a key project ally. 13. 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 A. Customers 14. 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. C. Reciprocity. 15. 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 C. Inspiration 16. 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 A. Task 17. 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 D. Relationship These currencies have more to do with strengthening the relationship with someone than directly accomplishing the project tasks.
18. 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 B. Position This form of influence stems from the manager's ability to enhance others' positions within their organization. 19. 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 E. Personal Personal-related currencies deal with individual needs and an overriding sense of self-esteem. 20. 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. D. Focus on the relationships with project team members since they are doing the project work and you have most influence over them. It is important to acknowledge that it is valuable to be aware of all stakeholders and how they impact your project. Once you start this analysis you can begin to appreciate what others value and what currencies you might have to offer as a basis on which to build a working relationship. 21. 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 D. MBWA 22. 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 an attempt to keep abreast of developments and anticipate potential problems. C. Announce an open door policy and encourage others to see them when a problem or issue comes up. Less effective project managers eschew MBWA and attempt to manage projects from their offices and computer terminals. Such managers proudly announce an open door policy and encourage others to see them when a problem or issue comes up. To them no news is good news. 23. 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. A. Never ignore the chains of command. Few project managers admit ignoring chains of command. If they are confident that top management will reject an important request and that what they want to do will benefit the project, they do it without asking permission. While acknowledging that this is very risky, they will claim that bosses typically won't argue with success. 24. Which of the following is NOT one of the aspects of leading by example? A. Priorities B. Ethics C. Urgency D. Cooperation E. Power E. Power 25. 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. A. Pessimist. 26. 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 D. Standards of performance Veteran project managers establish a high standard for project performance through the quality of their daily interactions. They respond quickly to the needs of others, carefully prepare and run crisp meetings, stay on top of all the critical issues, facilitate effective problem solving and stand firm on important matters. 27. 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. C. Publish a code of conduct. To provide greater clarity to business ethics, many companies and professional groups publish a code of conduct. Cynics see these documents as simply window dressing, while advocates argue that they are important, albeit limited, first steps. 28. 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. B. To build trust. 29. 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 E. Personal integrity Before you can lead and manage others, you have to be able to lead and manage yourself. You have to have personal integrity. 30. 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 C. Emotional intelligence 31. One way to build a supportive social network at work is to use A. CYA. B. MBWA. C. ACWP. D. PDM. B. MBWA. 32. The one thing that can help establish your right to lead the project more than anything else is A. Ability to balance the project budget. B. Being visible to top management. C. Being an active advocate for your project. D. Having proper credentials. C. Being an active advocate for your project. Active advocacy for the team, resources, and time necessary to complete projects is critical to the overall success of the effort. 33. A key to being able to effectively persuade superiors is A. Constantly meeting deadlines. B. Being visible to top management. C. Establishing project ownership. D. Proving loyalty. D. Proving loyalty. Proving loyalty takes many forms, but mainly it is showing that you can take direction, carry out requests, and staying within set organizational boundaries without a lot of push-back. 34. The largest source of tension between project managers and upper management typically come from A. Lack of project resources. B. Differences of perspective. C. Budgeting exercises. D. Not managing risk correctly. B. Differences of perspective. Project managers need to acknowledge that their perspective is focused primarily on the project at hand and the perspective of upper managers is typically broader for the organization. 35. When having to have a difficult conversation with upper managers, you can increase success by A. Framing the issue in familiar language. B. Not asking for further budget allocation. C. Making sure you have just met your last deadline. D. Framing the issue in familiar language and making sure you have just met your last deadline. A. Framing the issue in familiar language. Being able to use familiar language (e.g., interests that the manager have) will increase the probability of your issue being better understood. 36. A side-effect of lack of trust is in other party is A. Increased cost to the project. B. Excessive number of deadlines missed. C. Often expensing extra effort to understand true meaning of communications. D. None of these choices are correct. C. Often expensing extra effort to understand true meaning of communications. Because you do not trust someone, often people will spend extra time trying to glean unstated meaning and true motivations behind statements and actions. 37. One of the ways to allow others to build trust in you is to A. Celebrate staff birthdays on a regular basis. B. Allow adequate time for staff training. C. Never be late on a project. D. Behave in a consistent manner. D. Behave in a consistent manner. Consistent behavior is a distinguishing trait of character. 38. Management is about coping with complexity; ________ is about coping with change. leadership 39. A popular metaphor for the role of a project manager is that of ________. conductor 40. ________ naturally compete with each other for resources and support from top management. Project managers 41. ________ champion the project and use their influence to gain approval of the project. Project sponsors 42. ________ define the scope of the project, and ultimate project success rests in their satisfaction. Customers 43. Networks among stakeholders are mutually beneficial alliances that are generally governed by the law of ________. reciprocity 44. __________-related currencies come directly from the project manager's ability to contribute to others' accomplishing their work. Task 45. _________-related currencies stem from the project manager's ability to enhance others' positions within the organization. Position 46. _________-related currencies derive from people's burning desire to make a difference and add meaning to their lives. Inspiration 47. _________-related currencies have more to do with strengthening the relationship with someone than directly accomplishing the project tasks.
Relationship 48. ________-related currencies enhance a colleague's sense of worth by sharing tasks that increase skills and abilities, delegating authority over work so that others experience ownership, and allowing individuals to feel comfortable stretching their abilities. Personal 49. People and organizations that are actively involved in the project, or whose interests may be positively or negatively affected by the project, are known as __________. stakeholders 50. Managers spend the majority of their time outside their offices in the ________ style of management. management by wandering around (MBWA) 51. Mapping ____________ helps identify those on whom the project depends for success. dependencies 52. Research consistently points out that project success is strongly affected by the degree to which a project has the support of ______. top
management 53. Once project managers have proven their _________ to upper management, senior management is much more receptive to their challenges and requests. loyalty 54. Experienced project managers recognize the need to build __________ before they need them. relationships 55. A highly visible, interactive management style is when the project manager's behavior symbolizes how other people should work on the project. This is called __________ by example. leading 56. To provide greater clarity to business _________, many companies and professional groups publish a code of conduct. ethics 57. The key to exercising influence is to build _______. trust 58. When project managers take action before it is needed to prevent small concerns from escalating into major problems they are being _______. proactive 59. When project managers have a can-do attitude and when they are able to maintain a positive attitude during a dismal day and keep others' attention positive as well, they are demonstrating ___________. optimism 60. The ability or skill to perceive, assess and manage the emotions of one's self and others is called _________ intelligence. emotional 61. Using properly established and well maintained professional relationships within a project, a project manager can be the __________ for information on the project. focal point Being that focal point with accurate information will end up driving other project participants to turn to the project manager for the most current information available, ultimately reinforcing the project manager's role in the project. 62. Being an effective __________ for the project you are on will help establish loyalty among team members. advocate True / False Questions 63. Strong leadership, while usually desirable, is not always necessary to successfully complete a project. TRUE 64. The level of leadership required to successfully complete a project may depend on the level of uncertainty involved. TRUE 65. In most cases, if someone can manage a project well, then they are also a great leader. FALSE 66. Successful project managers tend to adopt a hands-on approach to managing projects. FALSE 67. One of the things that distinguish project management from regular management is the sheer breadth and complexity of the relationships that need to be managed. TRUE 68. Customers define the scope of the project, and ultimately, project success rests in their satisfaction. TRUE 69. One advantage of creating a dedicated project team is that it reduces dependencies, especially within the organization. TRUE 70. A successful project manager must build a cooperative, mutually beneficial network generally governed by the law of reciprocity. TRUE 71. Relationship-related currencies deal with the extent to which we can help others feel a sense of importance and personal worth by sharing tasks that increase their skills and abilities. FALSE 72. Position-related currencies come directly from the project manager's ability to contribute to others' accomplishing their work. FALSE
73. Relationship-related currencies have more to do with strengthening the relationship with someone than directly accomplishing the project tasks. TRUE 74. Inspiration-related currencies derive from people's burning desire to make a difference and add meaning to their lives. TRUE 75. The first step to building a social network is identifying those on whom the project depends for success. TRUE 76. Many poor-performing project managers are guilty of management by wandering around. FALSE 77. Effective time management for project managers includes initiating contact with key stakeholders only when there is a valid issue to deal with. FALSE 78. The old-fashioned view of managing projects emphasized directing and controlling subordinates; the new perspective emphasizes managing project stakeholders and anticipating change as the most important jobs. TRUE 79. One important function of mapping dependencies and building a social network is to prevent project managers from being derailed because they were blindsided by someone whose position or power they had not anticipated. TRUE 80. It is impractical for a subordinate to "manage" a superior. FALSE 81. Through a project manager's behavior, he or she can influence how others act and respond to a variety of issues related to the project. TRUE 82. As long as the culture of an organization acknowledges and condemns unethical behavior, ethical dilemmas are rare or trivial at the most. FALSE 83. An individual's character alone is adequate to generate trust. FALSE 84. Managing upward relationships involve project managers become skilled at the art of persuading superiors. TRUE 85. Optimism, integrity, and even being proactive are not developed easily if there is not already a predisposition to display them. TRUE 86. An effective project manager will choose to have an "open door policy" and use project management metrics to assure projects are running smoothly. FALSE 87. Being the focal point of information allows the project manager to have the information available to them to appropriately manage expectations on a project. TRUE 88. Delivering accurate information is just as important as delivering bad news to a stakeholder. TRUE 89. Ethics are an absolute - what is ethical for your organization will be ethical for all others. FALSE Sets with similar termsChapter 1036 terms pelumi_emma_ajadi Chapter 10: Leadership36 terms noblel1995 Leadership: Being an effective project manager cha…33 terms melissawentz5 Project Management Ch. 1043 terms gamlirefur Sets found in the same folderch635 terms a00909032 Project Management - Ch. 1232 terms jessikadunn Chapter 1247 terms sharinak Chapter 1110 terms Alyssa_Masone Recommended textbook solutions The Language of Composition: Reading, Writing, Rhetoric2nd EditionLawrence Scanlon, Renee H. Shea, Robin Dissin Aufses 661 solutions
Edge Reading, Writing and Language: Level CDavid W. Moore, Deborah Short, Michael W. Smith 304 solutions Technical Writing for Success3rd EditionDarlene Smith-Worthington, Sue Jefferson 468 solutions Technical Writing for Success3rd EditionDarlene Smith-Worthington, Sue Jefferson 468 solutions Other Quizlet setsJCM 212 Final Exam49 terms hclovejoy Human Psychology--Chapter 15 study guide47 terms anjane202PLUS Chapter 941 terms Sofia_Ivanov Decomposer and Detrivores24 terms trudeau284 Related questionsQUESTION The police finally tracked the robbers ... in South America. — [ find after a long search] 2 answers QUESTION My sister has a presentiment that figure skating will appear on television tonight, tomorrow, and she thinks that it may also be on next weekend. 4 answers QUESTION A résumé should never exceed one page. 5 answers QUESTION · If a community tries to keep open interpretations that are adaptive, systemic and conflictual rather than technical, individual, and benign, we would say they are expressing which KLC competency? 11 answers What is the most challenging part of being a project manager?One of the most common challenges a project manager has to face usually regard corporate, internal issues. These issues can be most of the times related to having poorly defined goals by a company or a firm. So, the problems for the project manager arise even before going into a business.
Why are project managers so stressed?Specifically, the feeling-based project manager may be at risk for stress because of tendencies to: Focus too much on “being liked” by team members and stakeholders. Lose sight of the tasks of the project, focusing too much on the interpersonal status of the team.
What is the highest level of project management?Director of program management
The director of project management is often the highest-ranking employee in a company's project management operation. The director of program management oversees the company's big-picture planning, including all projects executed by the company.
Where did project management come from?Project management has been practiced for thousands of years since the Egyptian era, however, it has been about half a century ago that organizations start applying systematic project management tools and techniques to complex projects.
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The largest source of tension between project managers and upper management typically come from
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