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Management
Q:
Only the good news should be shared promptly. The bad news should be kept secret by the project manager.
a. True
b. False
Q:
It's important for the project manager to provide timely feedback to the team and customer.
a. True
b. False
Q:
Effective communication establishes credibility and builds trust.
a. True
b. False
Q:
Communication by project managers needs to be timely, honest, and ambiguous.
a. True
b. False
Q:
The project manager establishes ongoing communication with the customer to keep the customer at a distance and to determine whether there are any changes in expectations.
a. True
b. False
Q:
Good project managers spend more time talking than listening.
a. True
b. False
Q:
Communications require that the project manager have good verbal and written communication skills.
a. True
b. False
Q:
Effective project managers communicate and share information in one way.
a. True
b. False
Q:
A high level of communication is especially important early in the project to build a competitive working relationship with the project team and to establish low expectations with the customer.
a. True
b. False
Q:
Effective and frequent communication is crucial for keeping the project moving, identifying potential problems, soliciting suggestions to improve project performance, keeping abreast of customer satisfaction, and avoiding surprises.
a. True
b. False
Q:
Project managers need to communicate regularly with the project team, as well as with any subcontractors, the
customer, and their own company's upper management.
a. True
b. False
Q:
Project managers must be good communicators.
a. True
b. False
Q:
During individual meetings with the project team members, assess opportunities for growth by having the members identify what they learned by working on the project.
a. True
b. False
Q:
The project manager should never provide coaching.
a. True
b. False
Q:
A final way in which the project manager can develop people is by having them attend formal training sessions.
a. True
b. False
Q:
Another thing the project manager can do is identify situations in which less experienced people can learn from more experienced people.
a. True
b. False
Q:
The project manager can try to provide "stretch" assignments that require individual team members to extend their
knowledge and accomplish more than they may think they can.
a. True
b. False
Q:
Rather than create a fear of failure, the manager acknowledges that mistakes are part of the learning and growth experience.
a. True
b. False
Q:
A capable project manager provides opportunities for learning and development by encouraging individuals to assume the initiative, take risks, and make decisions.
a. True
b. False
Q:
A good project manager stresses the value of self-indulgence by encouraging individuals to take the initiative.
a. True
b. False
Q:
A good project manager believes that all individuals are valuable to the organization and that they can make greater contributions through continuous learning.
a. True
b. False
Q:
Another way of encouraging project team development is to meet with project team members individually at the start of their project assignments and encourage them to take advantage of their assignments to expand their knowledge and skills.
a. True
b. False
Q:
One way of encouraging project team development is to talk about the importance of self-development at project team meetings.
a. True
b. False
Q:
The project manager uses the project as an opportunity to add value to each person's experience base so that all members of the project team are more knowledgeable and competent at the end of the project than when they started it.a. Trueb. False
Q:
The effective project manager has a commitment to limiting the training and development of people working on the project.
a. True
b. False
Q:
The project manager leads by making things happen.
a. True
b. False
Q:
The project manager has self-confidence and exhibits distrust in the project team members.
a. True
b. False
Q:
Leadership requires that the project manager be highly motivated and set a positive example for the project team.
a. True
b. False
Q:
Project managers should encourage a negative attitude on the part of the project team members and manipulate the team building process.
a. True
b. False
Q:
Project managers tend to be pessimistic and negative.
a. True
b. False
Q:
Capable project managers have high expectations of themselves and of each person on the project team. They believe that people tend to live up to what is expected of them.
a. True
b. False
Q:
The project manager sets the tone for the project team by establishing an environment of trust, high expectations, and enjoyment.
a. True
b. False
Q:
The project manager must foster motivation through criticism of the project team as a whole and of individual members. Criticism should be carried out as soon as possible after the action that is being criticized.
a. True
b. False
Q:
The project manager must be careful to create situations that cause individuals to become discouraged.
a. True
b. False
Q:
The capable project manager understands what motivates team members and creates a competitive environment in which individuals compete as part of a high-performing team and are required to excel.
a. True
b. False
Q:
The project manager should involve individuals in decisions affecting them and should empower them to make decisions within their assigned areas of responsibility.
a. True
b. False
Q:
Project leadership requires involvement and empowerment of the project team.
a. True
b. False
Q:
The effective manager does not tell people how to do their jobs.
a. True
b. False
Q:
The project manager establishes the parameters and guidelines for what needs to be done, and then tells the project team members how to get it done.
a. True
b. False
Q:
Why should the project organization establish a knowledge base system for the organization?
Q:
What type of knowledge base system should be established by the project organization?
Q:
As part of, or in addition to, the documents in the archive, it can be valuable to create a database of common data elements from past projects in order to analyze and determine if there are trends or correlations thata. show a strong project team member that should be given additional compensation.b. should be shared with the project sponsors of all the projects.c. could be helpful in bidding, planning, and/or performing future projects.d. should be shown on the annual reports for the organization.
Q:
During project closing, the project team or contractor should ensure that copies of appropriate project documentation are properly organized, filed, and archived so thata. they can be stored easily.b. they can be readily retrieved for future use.c. the files are ready for audit.d. the project sponsor could review them.
Q:
The purpose of identifying and documenting lessons learned is to capitalize on the knowledge and experience gained on the project in order toa. improve performance on future projects.b. create a large database of information.c. establish a procedure of identification and documentation.d. keep project team members busy.
Q:
The project manager should schedule the post-project evaluation meeting with the customer or sponsor for a time when the customer is in a position toa. pay all the expenses of the project to the contractor.b. really determine whether the project met expectations and achieved the anticipated benefits.c. solicit proposals for a new RFP.d. begin planning for future projects or opportunities for the contractor.
Q:
Participants of should include the project manager, key project team members, and key representatives of thecustomer's organization who were involved with the project.a. a post-project evaluation meeting with the customer or sponsorb. a project progress meeting with project stakeholdersc. an analysis session with the project teamd. a pre-RFP meeting with the customer
Q:
The purposes of should be to determine whether the project provided the customer with the expected benefits, assess the level of customer satisfaction, and obtain any feedback that would be helpful in future business relationships with this customer or with other customers.a. a post-project evaluation meeting with the customer or sponsorb. a project progress meeting with project stakeholdersc. an analysis session with the project teamd. a pre-RFP meeting with the customer
Q:
During the , the project team or contractor should ensure that copies of appropriate project documentation are properly organized, filed, and archived so that they can be readily retrieved for future use.a. evaluating the project phaseb. controlling the project phasec. performing the project phased. closing the project phase
Q:
The project organization should establish a that includes an easily accessible repository that encourages project managers and teams to retrieve lessons learned and information from previous projects.a. document storage routineb. file structurec. knowledge base systemd. revision process
Q:
The should prepare a written report of project performance including lessons learned and recommendations.a. stakeholdersb. customerc. project managerd. CEO of the contractor's organization
Q:
At the meeting with the project team at the end of the project, the project manager should lead a discussion of what happened during performance of the project and solicit specific recommendations for improvement.a. individualb. groupc. activity specificd. project progress
Q:
Hold meetings at the end of the project with team members to have feedback from each team member about their performance and how to improve future projects.a. individualb. groupc. activity specificd. project progress
Q:
During the , review and evaluate performance of the project and identify what can be done to improve performance on future projects.a. evaluating the project phaseb. controlling the project phasec. performing the project phased. closing the project phase
Q:
The project manager should prepare a written performance evaluation of each member of the project team that mentions how each hasa. made mistakes in the problem and how much that mistake cost the organization.b. expanded her or his knowledge as a result of the project assignment and identifies areas she or he needs to develop further.c. interacted with other team members, especially where conflict has caused problems for reaching the final goals of the project.d. The project manager should prepare a written performance evaluation of each member of the project team that mentions how each has expanded her or his knowledge as a result of the project assignment and identifies areas she or he needs to develop further.
Q:
Successful projects should end with some type ofa. recognition and celebration.b. criticism review.c. list of all the problems in the project.d. letter to all the stakeholders about what went wrong.
Q:
Once all payments have been received and made, the project "books," or accounting records, can be closed, and afinancial analysis of the project can be made in which final actual costs are compared toa. the FCAC calculations made.b. the project baseline budget.c. the actual value of the project.d. amounts paid to suppliers.
Q:
Verifying that all payments have been made to any subcontractors, consultants, vendors, or suppliers for any purchased materials or services is completed during thea. evaluating the project phase.b. controlling the project phase.c. performing the project phase.d. closing the project phase.
Q:
A financial related activity that must be performed during the closing phase is assuring thata. total budgeted costs are calculated.b. the quarterly payments are invoiced.c. the personnel responsible for financial work is identified.d. all payments have been collected from the customer.
Q:
The process of closing the project involves various actions, includinga. organizing and archiving project documents.b. recording revision numbers in the names of documents.c. using techniques such as track changes to record document edits.d. creating a file structure to save and organize project documents.
Q:
The process of closing the project involves various actions, includinga. using lessons learned from prior projects.b. documenting lessons learned.c. researching lessons learned in the knowledge base.d. identifying the similarities of this project to other projects for planning.
Q:
The process of closing the project involves various actions, includinga. conducting a post-project evaluation.b. listening to the customer to make sure of what is needed in the project.c. evaluating and estimating the resources for the project.d. performing the final work on tasks.
Q:
The process of closing the project involves various actions, includinga. assigning Staff to activities.b. examining and estimating costs associated with Staff.c. recognizing and evaluating Staff.d. having Staff get to know each other.
Q:
The process of closing the project involves various actions, includinga. identifying which resources to use for the project.b. collecting and making final payments.c. adding in extra work if the project hasn't spent all the funds.d. replenishing office supplies that may not have been used on the project.
Q:
The fourth and final phase of the project life cycle isa. evaluating the project.b. controlling the project.c. performing the project.d. closing the project.
Q:
Projects also can be terminated by the sponsor or customer because the project needs have changed.
a. True
b. False
Q:
Projects also can be terminated by the sponsor or customer due to satisfaction with the project progress.
a. True
b. False
Q:
Projects also can be terminated by the sponsor or customer due to a project return on investment increase.
a. True
b. False
Q:
Projects also can be terminated by the sponsor or customer for financial situations.
a. True
b. False
Q:
Projects also can be terminated by the sponsor or customer.
a. True
b. False
Q:
There may be circumstances that require a project to be terminated before it is completed.
a. True
b. False
Q:
The post-project evaluation meeting with the project sponsor should contain an opportunity to ask closed-ended questions about possible additional projects and obtain permission to use the customer as a reference with potential customers.
a. True
b. False
Q:
The project manager should schedule the meeting immediately following the delivery of the final report rather than waiting for a time when the customer is in a position to really determine whether the project met expectations and achieved the anticipated benefits.
a. True
b. False
Q:
Lessons learned may be lost from a project if they are not captured at the moment the lesson is learned.
a. True
b. False
Q:
Lessons learned could be helpful in bidding, planning, and/or performing future projects.
a. True
b. False
Q:
The open-ended question post-project evaluation meeting should contain an opportunity to talk about possible additional projects and assume permission to use the customer as a reference with potential customers.
a. True
b. False
Q:
Just as important as having the internal post-project meetings within the project organization is having a post-project evaluation meeting with the customer or sponsor.
a. True
b. False
Q:
As part of, or in addition to, the documents in the archive, it can be valuable to create a database of common data elements from past projects in order to analyze and determine if there are trends or correlations that could be helpful in bidding, planning, and/or performing future projects.
a. True
b. False
Q:
Have lessons learned as an agenda topic on a new project and include in project management training.
a. True
b. False
Q:
Documentation of lessons learned should be done on an ongoing basis throughout the planning and performing phases of the project.
a. True
b. False
Q:
The project team should wait until the end of the project to capture and document lessons learned.
a. True
b. False