Self Test

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1.	You are the project manager for the JHG Project. This project requires coordination with the Director of Manufacturing, Human Resources, the IT department, and the CIO. This is an example of what type of input to organizational planning? Organizational interfaces Technical interfaces Interpersonal interfaces Human resource coordination
2.	Your project requires an electrician at month eight. This is an example of which of the following? Organizational interfaces Staffing requirements Contractor requirements Resource constraints
3.	You are the project manager of the PUY Project. This project requires a chemical engineer for seven months of the project although there are no available chemical engineers within your department. This is an example of which of the following? Organizational interfaces Staffing requirements Contractor requirements Resource constraints
4.	You are the project manager in an organization with a weak matrix. Who will have the authority on your project? The project manager The customer Functional management The team leader
5.	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? The union is considered a resource constraint. The union is considered a management constraint. The union is considered a project stakeholder. The union is considered a project team member.
6.	You are the project manager of the PLY Project. This project is very similar to the ACT Project you have completed. What method can you do to expedite the process of organization planning? Use the project plan of the ACT Project on the PLY Project. Use the roles and responsibilities definitions of the ACT Project on the PLY Project. Use the project team structure of the ACT Project on the PLY Project. Use the project team of the ACT Project on the PLY Project.
7.	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? How coaches are separate from managers. How coaches are the same as managers. How a coach is to complete his or her job. How the project team is to work for a coach.
8.	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 roles chart A roles matrix A roles and responsibilities matrix A Gantt chart
9.	Which of the following is an example of Theory X? Self-led project teams Micromanagement Team members able to work on their own accord EVM
10.	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 impact their yearly bonus. This is an example of which of the following? Formal power Coercive power Expert power Referent power
11.	You are the project manager of the MMB Project. The president of the company has spoken to the project team and told them 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? Formal power Coercive power Expert power Halo power
12.	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? Management by exception The halo effect Management by objectives McGregor’s Theory of X and Y
13.	Susan is the project manager for the PMG Project. She makes all decisions on the project team regardless of the project team objections. This is an example of which of the following management styles? Autocratic Democratic Laissez faire Exceptional
14.	Which problem-solving technique is the best for most project management situations? Confronting Compromising Forcing Avoidance
15.	Harold is a very outspoken project team member. All of the project team members respect Harold for his experience with the technology, but often things have to go in Harold’s favor or things do not go well. During a discussion on a solution, a project team member waves her arms and says, “Fine, Harold, do it your way.” This is an example of which of the following? A win-win solution A leave-lose solution A lose-lose solution A yield-lose solution
16.	You are the project manager for the GBK Project. This project effects 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? Project priorities Schedule Cost Personality conflicts
17.	Which theory believes that workers need to be involved with the management process? McGregor’s Theory of X and Y Ouchi’s Theory Z Herzberg’s Theory of Motivation Expectancy Theory
18.	_______________ states that as long as workers are rewarded they will remain productive. McGregor’s Theory of X and Y Ouchi’s Theory Z Herzberg’s Theory of Motivation Expectancy Theory
19.	You are the project manager for 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 is aware of your experience. You likely have what type of power on this project? Formal power Coercive power Expert power Referent power
20.	You are the project manager for GHB Project. You have served as a project manager for your organization for the past ten years. Practically all of your projects come in 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? Formal power Coercive power Expert power Referent power
21.	Which of the following is an example of coercive power? A project manager that has lunch with the project team every Thursday. A project manager that will openly punish any team member who is late with an activity. A project manager that has worked with the technology on the project for several years. A project manager that is friends with all of the project team members.
22.	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 win-win solution A win-lose solution A lose-lose solution . A leave-lose solution
23.	Mike is the project manager for a project with a very tight schedule. The project is running late and Mike feels 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? Problem solving Compromising Forcing Withdrawal
24.	You are a project manager in a projectized organization. Your job as a project manager can be described best by which of the following? Full-time Part-time Expeditor Coordinator
25.	What is the benefit of using a collocated team? The project team is dispersed so the team is self-led. The project team is dispersed so communication increases. The project team is in the same physical location so their ability to work as a team is enhanced. The project team is in the same physical location so project costs are greatly reduced.

Answers

1.	þ A. The reporting interfaces for this project—the Directors of Manufacturing, Human Resources, and the IT department, as well as the CIO—are examples of the organizational interfaces. ý 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 since this relationship describes the different individuals working on the project. D, human resource coordination, is also incorrect.
2.	þ B. Because the project requires the electrician, a project role, this is a staffing requirement. ý 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; a resource constraint, while a tempting choice, deals more with the availability of the resource or the requirement to use the resource.
3.	þ B. The project needs the resource of the chemical engineer to be successful. When the project needs a resource, it is a staffing requirement. ý A, C, and D are all incorrect. This is not a situation describing an organizational interface or contractor requirements. Resource constraints might include a requirement to use a particular resource or that a resource must be available when certain project activities are happening.
4.	þ C. In a Weak Matrix structure, functional management will have more authority than the project manager. ý A, C, and D are all incorrect since they do not have as much authority on a project in a weak matrix environment as functional management will have.
5.	þ C. In this instance, the union is considered a project stakeholder since it has a vested interest in the project’s outcome. ý A is incorrect because the union is not a resource constraint; they are 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.
6.	þ 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. ý A is incorrect; the entire project plan of the ACT Project is not needed. Even the roles and responsibilities matrix of the historical project may not be an exact fit for the current project. C is incorrect; copying the project team structure is not the best choice of all the answers presented. D is also incorrect because using the same project team may not be feasible at all.
7.	þ C. When project managers, or managers in general, are referred to as different terms, a job description is needed so the project manager can successfully complete the required obligations. ý A and B are incorrect choices. The project manager must know what the specific responsibilities, not the similarities and differences, between the current role and management. D is also incorrect; by the project manager knowing how to complete their job, the role of the project team should be evident.
8.	þ C. Management is looking for a roles and responsibility matrix. This chart lists the roles and responsibilities, and depicts the intersection of the two. ý 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.
9.	þ B. Theory X believes workers have an inherent dislike of work and will avoid it if possible. Micromanagement is a method, in regard to Theory X, to make certain workers complete their work. ý A and C are actually examples of McGregor’s Theory Y. D is incorrect because EVM is not directly related to McGregor’s Theory X and Y.
10.	þ B. When the project team is afraid of the power the project manager yields, this is called coercive power. ý A, C, and D are incorrect since these describe assigned, referential, and technical power over the project.
11.	þ A. The company president has assigned you to the position of the project manager, so you have formal power. ý 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.
12.	þ B. The halo effect is the assumption that because the person is good at a technology they’d also be good at managing a project dealing with said technology. ý A, C, and D are all incorrect since these do not describe the halo effect.
13.	þ A. Susan is an autocratic decision maker. ý B is incorrect because a democracy counts each project team member’s opinion. C is incorrect; laissez faire allows the project team to make all the decisions. D is also incorrect; this is not exceptional project management.
14.	þ A. Confronting is the best problem-solving technique since it meets the problem directly. ý B is incorrect; compromising requires both sides on an argument 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.
15.	þ D. When Harold always has to win an argument and team members begin to give into Harold’s demands simply to avoid the argument rather than to find an accurate solution, this is a yield-lose situation. ý A is incorrect since both parties do not win. B is incorrect since the project team member did not leave the conversation, but rather ended it. C is incorrect; a lose-lose is a compromise where both parties give up something.
16.	þ 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. ý Choices A, B, and C are all incorrect since these are most likely the top issues for a company in a project of this magnitude.
17.	þ B. Ouchi’s Theory Z states that workers need to be involved with the management process. ý A is incorrect; McGregor’s Theory of X and Y believes X workers don’t want to work and need constant supervision; Z workers will work if the work is challenging, satisfying, and rewarding. C is incorrect; 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.
18.	þ 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. ý A, B, and C are all incorrect since these theories do not accurately describe the scenario presented.
19.	þ 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. ý 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.
20.	þ D. This is referent power because the project team knows the project manager personally. ý A and B are incorrect choices; these do not describe the scenario. C is incorrect; expert power does not deal with the ability to lead and complete a project, but it focuses on being an expert with the technology that the project deals with.
21.	þ B. Coercive power is the power a project manager yields over the project team. Coercive power is the formal authority a project manager has over the project team. ý A is incorrect; only referent power may come through lunch meetings. C is incorrect; experience is expert power. D is incorrect; interpersonal relationships are examples of referent power.
22.	þ C. When both parties give up something, it is a compromise. A compromise is an example of a lose-lose solution. ý A is incorrect; win-win is accomplished through confrontation. B is incorrect; win-lose allows only one party to get what they want from the scenario. D is incorrect since a leave-lose solution is when one party walks away from the problem.
23.	þ 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. ý A, B, and D are incorrect choices. Problem solving is not described in the scenario. B, compromising, happens when both parties agree to give up something. D, withdrawal, happens when a party leaves the argument.
24.	þ A. project managers are typically assigned to a project on a full-time basis in a projectized organization. ý B, C, and D do not accurately describe the work schedule of a project manager in a projectized environment.
25.	þ C. When a project team is collocated, all of the project team members are in the same physical location in order to increase their ability to work as a team. ý A and B are incorrect; collocated teams are not dispersed; non-collocated teams are dispersed. D is incorrect since a collocated team does not ensure that costs are reduced; in some situations, costs may be increased due to travel to bring all the team members together to complete the project.

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