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1 | |
The 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) | all of these are leadership functions |
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2 | |
Which of the following requires more management rather than leadership? |
| | A) | taking corrective action |
| | B) | changes in project scope |
| | C) | technological stalemates |
| | D) | breakdowns in coordination between people |
| | E) | all of these require the same level of management |
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3 | |
In conducting meetings an effective project manager will take the role of a |
| | A) | parliamentarian |
| | B) | master of ceremonies |
| | C) | conductor |
| | D) | cattle herder |
| | E) | teacher |
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4 | |
Project managers often find themselves negotiating with all the following except |
| | A) | vendors |
| | B) | functional managers |
| | C) | consultants |
| | D) | competitors |
| | E) | all of these are correct |
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5 | |
The new perspective of project management emphasizes which of the following? |
| | A) | financial control |
| | B) | managing project stakeholders |
| | C) | schedule/cost tradeoffs |
| | D) | both A and B are correct |
| | E) | A, B, and C are all correct |
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6 | |
Networks are mutually beneficial alliances that are generally governed by the law of |
| | A) | supply-demand |
| | B) | Brooks's law |
| | C) | reciprocity |
| | D) | a squeaky wheel |
| | E) | risk-reward |
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7 | |
In terms of commonly traded organizational currencies, resources, assistance, cooperation, and information are part of ______ related currencies. |
| | A) | Task |
| | B) | Position |
| | C) | Inspiration |
| | D) | Relationship |
| | E) | Personal |
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8 | |
In terms of commonly traded organizational currencies, advancement, recognition, visibility, and networks are part of ______ related currencies. |
| | A) | Task |
| | B) | Position |
| | C) | Inspiration |
| | D) | Relationship |
| | E) | Personal |
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9 | |
In mapping dependencies for a project, the project manager should |
| | A) | overestimate |
| | B) | underestimate |
| | C) | precisely estimate |
| | D) | either B or C are correct |
| | E) | none of these are correct |
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10 | |
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 |
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11 | |
In the Research Highlight, Ancona and Caldwell identified key patterns of activity which contribute to creating a high performance team. Which of the following is not one of those? |
| | A) | negotiator |
| | B) | ambassador |
| | C) | task coordinator |
| | D) | scouts |
| | E) | guard |
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12 | |
The key to exercising influence is to |
| | A) | make few mistakes |
| | B) | build trust |
| | C) | build a network of top level people |
| | D) | understand the political connections within the organization |
| | E) | make friends with everyone |
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