Human Resources Management - Sample Questions

	Human Resources Management Sample Questions

Questions

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1. The project manager's leadership style should be matched to the corresponding developmental level of the project team and should move through successive steps in the following order:
Disciplinary, autocratic, participative Staff planning, team training, performance monitoring Team building, team development, responsibility assignment Directing, coaching, supporting, delegating
2. Human resource administration is the primary responsibility of the:
Project Management Team Human Resources Department Executive Manager Project Manager Line Managers
3. A mandatory prerequisite for team building is:
Funding for staff development activities Shared work ethics among team members Commitment from top level management Removal of troublesome individuals
4. Which of the following is best for handling cross-functional project needs for a large, complex project?
A strong matrix organization A project coordinator A project expeditor Direct executive involvement A functional organization
5. Collocation can mean:
All, or almost all, team members are moved to a central physical location for the life of the project. Active team members may be at different physical locations, but meet on a regular basis. A war room is established where team members can meet periodically. a and c b and c
6. A key barrier to team development is:
A strong matrix management structure. When major problems delay the project completion date or budget targets. When team members are accountable to both functional and project managers. When formal training plans cannot be implemented. When members cannot be collocated.
7. Which of the following are examples of project-based organizations?
Architectural firms, engineering firms, and consultants Construction contractors and government contractors Organizations that have adopted a management by projects approach Most manufacturing companies and financial service firms a, b, and c a, b, and d
8. Legitimate power is:
Power derived from a person's formal position in the organization. Power bestowed due to a person's personal qualities and abilities. Power earned based on a person's technical knowledge, skill, or expertise in a particular area. Power to distribute information as one sees fit.
9. What impact does a matrix organization have on project team development?
No impact at all It complicates team development. It simplifies team development. It hinders team development completely.
10. Which of the following is not a process of project human resource management?
Organizational Planning Staff Acquisition Information Distribution Team Development
11. A technique for resolving conflict in which the parties agree to have a neutral third party hear the dispute and make a decision is called:
Negotiation Arbitration Smoothing Forcing
12. Which of the following is not an input into organizational planning?
Recruitment practices Project interfaces Staffing requirements Constraints
13. Forcing, as a means to manage conflict:
Exerts one's view at the potential expense of another party. Emphasizes areas of agreement while avoiding points of disagreement. Establishes a lose-lose situation. a and c
14. When should the project expeditor form of organization be used?
When the project is extremely important to the organization. When a project's cost and importance are relatively low. When the project manager has a lot of responsibility and accountability. When the organization's primary source of revenue is derived from projects.
15. The belief that management's high levels of trust, confidence and commitment to workers leads to high levels of motivation and productivity on the part of workers is a part of which motivation theory?
Theory Y Theory Z Theory X Contingency Theory
16. Which of the following is part of the expectancy theory of motivation?
Clear, specific, and challenging goals generally motivate team members. Project managers should ensure that tasks assigned to project participants match their skills and the organizational climate is conducive to helping them meet their needs and achieving a sense of competence. People tend to be highly productive and motivated if they believe their efforts will lead to successful results and that success will lead to personal rewards. b and c All of the above are part of the expectancy theory of motivation
17. Which of the following statements concerning compromise as a conflict resolution is false?
Neither party wins but both parties get some degree of satisfaction. Important aspects of the project may be hindered in order to achieve personal objectives. Compromise is generally considered a lose-lose situation. A Definitive resolution is seldom achieved.
18. In which type of organization is team building likely to be most difficult?
Functional Projectized Matrix Project expediter Project coordinator
19. A document or tool which describes when and how human resources will be brought onto and taken off the project team is called a:
Staffing Management Plan Responsibility Assignment Matrix (RAM) Organizational Breakdown Structure (OBS) Resource Assignment Chart
20. A tool which links the project roles and responsibilities to the project scope definition is called:
Scope Definition Matrix Responsibility Assignment Matrix Roles Assignment Matrix Project Scope and Roles Matrix
21. Formal reporting and reviews violate the basic principles of project management because they
are customer based and not project based do not appear on the project schedule do not occur frequently enough to avoid surprises must be reviewed by a central project authority before being forwarded to the customer and top management none of the above
22. If more than several departments must be involved in a decision, use of a task force
should be considered will undermine the authority and power of the project manager can work as long as those on the task force are experts on the issue all of the above
23. MBO usually involves
measurable and verifiable objectives objectives set by the employee self-appraisals by the employee implementation throughout the organization all of the above
24. Priorities in a matrix organization are ultimately set by
the project manager the functional manager upper management a super project manager C or D
25. Project management is an effective and powerful strategy and should be implemented in every organization
True False
26. In a matrix organization, the project manager is likely to experience
conflict and difficult team building a sharing of accountability good customer relations difficulty in getting the best workers assigned to the project A, C, and D
27. Which of the following should not be considered as an effective and viable alternative to project management?
establishment of a lead division direct control by top management very clear definition of responsibility and authority project coordinator budgeting cost control
28. The key to achieving and maintaining success in the role of a project manager is the use of
formal authority reward power expert power referent power coercive power
29. W. Edwards Deming would likely say that a policy of ranking employees violates which basic quality principle
Focus on the process and not the individual Guarantee lifetime employment Establish objectives and goals Assign 85% of the responsibility to management None of the above
30. You have just been assigned as the project manager of a 15 year, 200 trillion dollar project to marry the first couple on Mars. In addition to buying a wedding present, you will probably want to describe which type of project organization in your management plan?
Functional Expeditor Matrix Catering Projectized
31. The difference between a strong and weak matrix is best described as
the effectiveness of the project manager in making his project successful the project vs. functional influence in decision making the project vs. functional balance in power and authority B and C all of the above
32. Which of the following roles is not appropriate for the project manager?
integrator communicator team leader technical consultant climate creator
33. Which of the following are appropriate motivation factors or reward systems?
achievement responsibility salary recognition personal aspirations
34. An employee evaluation appears on your desk that includes the following descriptions: skilled, specialty focused, strong technical background, filtered listener, limited experience in interfacing, avoids conflict, good at developing techniques and operates well in the management hierarchy. Your first thought is to consider this person for a position as a
Project Coordinator Project Manager Task Force Leader Project Specialist Technical Consultant
35. For an effective matrix organization, the level of the project manager should be at
least equal to the highest level of functional manager to be dealt with the same level as a functional manager the very top of the organization the level of a super project manager the level of a functional manager in a weak matrix, and a level above that in a strong matrix
36. As for any manager, the project manager's responsibilities, consist of the four basic functions of __________.
thinking, acting, directing, and reviewing thinking, planning, controlling, and monitoring planning, controlling, tracking, and acting planning, doing, briefing, and reviewing planning, organizing, leading, and controlling
37. The project manager should be assigned to a project in its early stages. This permits the project manager to participate in the __________ conducted by the __________.
planning; functional staff planning; project team feasibility study; project team implementation; subcontractors implementation; functional staff
38. The project manager leads a project team that is comprised of many different skills and disciplines. He must use an exceptional number of negotiating skills because he __________.
is expected to discuss all facts of the technical parameters of the project will be leading individuals without having direct control over them will encounter the shoptalk of each unique discipline will be using these skills to keep from accepting additional work is the chief contract negotiator for all project subcontracts
39. Most project managers are promoted from the __________ without having prior education and training in managerial functions.
administrative offices financial offices technical fields functional areas labor pool
40. The project manager is responsible for the project's interface management. The three types of interfaces to be managed are __________
mechanical, electrical, and material human, machine, and fluid personal, organizational, and system software, hardware, and human documented, undocumented, and other
41. Once established, the project integration process must be maintained through continuous, effective __________ across interfaces.
communication links monitoring activities report flow bonding conflict resolution
42. When appointed, a project manager has the inherent forms of legitimate power conveyed to him. The three forms of legitimate power are __________.
absolute, direct, and indict direction, coordination, and liaison formal, informal, and persuasive formal, reward, and direct formal, reward, and penalty
43. To further the objectives of the project, the project manager may possess two forms of power that are obtained through other than a formal appointment (legitimate power). These two forms of power are __________.
physical and mental spiritual and emotional expert and assumed expert and referent mental and emotional
44. The project manager is the primary interface with the customer for all projects and must be an effective communicator to convey the project's status. In this regard, the project manager should keep the customer informed of the status of the project's __________ progress.
construction, rebuild, and rework timing, schedule, and deliver cost, schedule, and quality / performance quality / performance, control, and assurance testing, performance, and delivery
45. The project usually has a high degree of conflict during its life cycle, and the project manager must be an effective manager of that conflict. The most common areas in which conflict will be realized are __________.
project office, functional divisions, field sites, and corporate offices project priorities, personnel resources, technical issues, and scheduling issues planning phase, implementation phase, execution phase, and close-out phase team building, team integration, functional coordination, and customer coordination individual team, vendor, and subcontractor management
46. The five types of conflict resolution are listed below and represent, in general order of importance, the methods a project manager should use to manage conflict. The one used most often by project managers to resolve conflict is __________.
confrontation compromise smoothing forcing withdrawal
47. Although the desirable traits and characteristics for a project manager may vary slightly between industries, a few common ones are universal, but one that is not universally desirable is __________.
works well with others experienced in his technical field a good negotiator well-liked by project team some supervisory experience
48. The process of getting a group of diverse individuals to work effectively together as a team is the definition of __________.
leadership project management the project manager's responsibilities implementation team building
49. Team building focuses on getting all members to contribute toward common goals to achieve synergism. Of the following characteristics, the one that is not compatible with team building is __________.
must pursue individual interests must be interdependent must have a reason to work together must be committed to working together must have a moderate level of competition and conflict
50. A team is often a collection of individuals vying with others for power, prestige, recognition, and personal autonomy, but never unity of purpose. The collection of people who are not a team is frequently characterized by __________.
team member frustration excessive conflict and individual competition unproductive meetings lack of trust / confidence in the project manager all of the above
51. In addition to improving the success rate for goal achievements, team building has many benefits for individuals, but one characteristic that is not a benefit of team building is __________.
clear organizational structure improved monetary rewards clear aims / goals improved individual creativity fewer people-problems
52. Team building, with all of its success orientation, may have some limitations under certain identified conditions. Two such conditions are __________.
poor project tools and lack of project planning lack of top management support and too much supervision by top management lack of top management support and an inept project manager unproductive people on the project team and an inept project manager shortage of funds for bonuses and overly trained personnel on project team
53. The role of the project manager has several different elements, implying that he is responsible for many activities, but one role that is not considered one of these responsibilities of a project manager is __________.
leader project's technical director system integrator project advisor project planner
54. A kick-off meeting is one of the best methods to get the project team started on the right path toward becoming an integrated group. Objectives of the kick-off meeting include __________.
introducing team members to one another establishing working relationships within the team setting goals and objectives for the team identifying project problem areas all of the above
55. In building team confidence in himself, a project manager should __________ with team members and avoid __________.
set limited times and opportunities for discussions; social contracts encourage open conversations; politics practice what he preaches; social contracts encourage frank discussions; making promises keep promises; being too open
56. Conflict within a project team can be avoided with prior planning and by maintaining effective communications between the project manager and the team. The most important information for the project manager to convey to the team is __________.
the schedule of paydays and holidays to permit planning for rest and relaxation the system of rewards that permits recognition of team members through monetary or non-monetary awards clear, unambiguous goals as to where the project is headed that top management will not be interfering with this project as it usually does with other projects that key decision have been made and how the key decisions impact the team
57. The project manager is the leader of the project team and needs to be foward-reaching in obtaining a consensus on an issue. However, it would be counterproductive to an attempted resolution of an issue if the project manager said, "__________"
Let's do this ... Do we have some better information? I believe we are saying ... I have another subject to address if this is too difficult to solve now I feel we can now come to agreement on this issue
58. Project managers often work 10 or more hours per day to fit the many activities into their professional schedule. There is a general agreement that all the professional time is not used as efficiently as possible. the major consumer of time, nearly two hours per day, is __________.
talking to top management visiting the customer attending project meetings writing reports visiting site locations
59. According to a 1981 survey, there are three categories (with average percentages) of a project manager's use of professional time: self-determined use (46.4%), others determine how to use (25.9%), and system determines how to use (27.7%). Project managers indicated a strong tendency to allocate time by self-determination, but they also indicated that their most serious cause of time conflicts was __________.
failing to organize sufficiently poor planning difficulty in saying no to people spending too much time delegating and following up the requirement to supervise inept project team members
60. Delegation of work to subordinates in a project gives the project manager more time to accomplish other tasks and plan the work for the future. To avoid delegating work, many project managers use the excuse __________.
"I already delegate enough work" "Subjects are too confidential to involve others" "My subordinates aren't sufficiently qualified" "I can do it better" all of the above
61. Theories of motivation and leadership give project managers a conceptual framework in which to operate, but practical skills are important in applying this knowledge. Skills most easily learned through group assignments and practical exercises include __________.
delegating and coordinating group activities reaching a group decision resolving conflict conducting a meeting all of the above
62. Project management organizations are designed to perform specific functions in the most efficient manner. the six major factors that should influence the development of a project management organization are type of structure, type of staffing, attitude toward risk, communications channels, __________.
type of industry, and type of project project manager's desires, and client's wishes people available, and top management's desires project manager-client relations, and expectations of stakeholders project manager's expectations, and top management's expectations
63. The project is often implemented by a matrix organization because the required specialists cannot be justified on a full-time basis. The use of a matrix organization __________ the apparent capabilities for marketing purposes and __________ the overall manpower fluctuations as the project progresses.
changes; reduces reduces; maximizes enhances; minimizes minimizes; stabilizes none of the above
64. The matrix organization reduces the part-time (functional) employee's anxiety about job security, but it has the adverse effect of giving the employee __________.
conflicting skill requirements unstable tasking at the functional area additional work hours commuting between jobs two supervisors with possible conflicting requirements additional work without the resources to accomplish it
65. The independent project organization is useful in having a dedicated staff reporting to the project manager and performing all functions for the project. The adverse side of this dedicated staff is that the project manager must __________.
make "busy" work for the staff during idle time make use of the full-time staff for efficiency and productivity loan the individuals to the functional organization during slack periods frequently hire and fire people to maintain the correct skill balance for the required work train the individuals in a new skill areas to ensure that work is accomplished
66. The independent project organization provides stability for the staff during execution of the project. From a personal viewpoint, the major concern of the staff is __________.
performing their assigned jobs well and improving individual skills keeping the functional staff out of the project to preclude interference with the progress minimizing the amount of work accomplished so the project will be extended ensuring the budget is spent so the project will not have any residue of funds for re-allocation having anxieties regarding their next assignment after the project is completed
67. A project organization may be highly structured to achieve benefits of efficiency. Two major contributors to the definition of a highly structured project organization are __________.
the organization chart is detailed, and individual names are assigned to the chart the project manager is experienced, and full-time staff are assigned to the project individuals know what is expected of them, and standards are well defined and understood the project manager is dictatorial, and the staff works to only well-defined specifications communications are handled only by the supervisory chain, and the liaison with third parties is conducted by formal correspondence
68. The open or loosely structured project organization does not rely on well-defined standards and procedures for guiding the work efforts. Therefore, this organization should be used for __________.
innovative or creative work with high-level professionals routine work and with a new staff production operations and with the construction industry planning operations and with the functional staff none of the above
69. The level of the reporting superior for the project manager is viewed as critical because it also implies the amount of interest and emphasis that the corporation places on the project. From a practical standpoint, when a project manager reports to a senior officer of the company, the project manager then has access to an individual with the __________ to resolve inter-project conflicts.
ability and resources power and authority will and desire seniority and maturity need and desire
70. Changes to the project staff are necessary because of personal desires and the re-allocation of resources to more critical projects. Planning for staff changes can ease the turbulence, and the project manager should look for replacement people who __________.
are new to a project environment and need to learn are eager to please management and easy to please will stay with the project until completion, regardless of their qualifications better match the skill requirements than those being replaced are more mature in the industry and understand the need to complete projects
71. Project planning is best accomplished by the project manager because he can be held completely responsible for executing the work. When the project manager is not involved in the planning, it is most likely that he will __________.
need time to adjust the plan to fit his concept of the project quickly grasp and agree with the planning if top management directs the immediate implementation not like the plan under any circumstance because it is the project manager's prerogative to develop the budget and schedule not care whether the planning is flawed because he always has an excuse for any failure have problems with the technical approach, schedule, or budget in the plan
72. There is a long-term need to develop individuals within a company to assume positions of leadership and greater responsibility. Comparing the functional and project organization, the opportunity for personnel development __________.
is greater in the project organization is greater in the functional organization cannot be determined between the two organizations is greater in the project organization during the planning phase only is greater in the functional organization when the individuals are allowed to matrix to a project
73. The title of project manager is universally used to identify the single person responsible for the accomplishment of work to meet a company's objectives for a defined area of work. Throughout the industries, the project manager's responsibilities __________.
are similar but are met through different practices are similar and are met through similar practices are similar for major responsibilities but different for the detailed practices to meet the responsibilities are considerably different and follow the practices of the industry for meeting the responsibilities are somewhat different but generally follow the same practices for meeting the responsibilities
74. The role of the project manager will differ depending upon whether he works for the owner (buyer), performing contractor, or supplier. The attributes and characteristics, however, are similar and include having __________.
recognized leadership skills with organizational ability breadth of experience in related projects ability to communicate and work with others ability to obtain maximum input from team members all of the above
75. The project manager's authority should be commensurate with the degree of assigned responsibility. Senior management should define the project manager's authorities and publicly announce them in either __________.
an informal meeting or the project kick-off meeting the organization's communication organ or the local newspaper the letter of appointment or the project charter the project policy manual or the project execution manual a special letter to the project manager or the letter of appointment

1. The project manager's leadership style should be matched to the corresponding developmental level of the project team and should move through successive steps in the following order:

Disciplinary, autocratic, participative
Staff planning, team training, performance monitoring
Team building, team development, responsibility assignment
Directing, coaching, supporting, delegating

2. Human resource administration is the primary responsibility of the:

Project Management Team
Human Resources Department
Executive Manager
Project Manager
Line Managers

3. A mandatory prerequisite for team building is:

Funding for staff development activities
Shared work ethics among team members
Commitment from top level management
Removal of troublesome individuals

4. Which of the following is best for handling cross-functional project needs for a large, complex project?

A strong matrix organization
A project coordinator
A project expeditor
Direct executive involvement
A functional organization

5. Collocation can mean:

All, or almost all, team members are moved to a central physical location for the life of the project.
Active team members may be at different physical locations, but meet on a regular basis.
A war room is established where team members can meet periodically.
a and c
b and c

6. A key barrier to team development is:

A strong matrix management structure.
When major problems delay the project completion date or budget targets.
When team members are accountable to both functional and project managers.
When formal training plans cannot be implemented.
When members cannot be collocated.

7. Which of the following are examples of project-based organizations?

Architectural firms, engineering firms, and consultants
Construction contractors and government contractors
Organizations that have adopted a management by projects approach
Most manufacturing companies and financial service firms
a, b, and c
a, b, and d

8. Legitimate power is:

Power derived from a person's formal position in the organization.
Power bestowed due to a person's personal qualities and abilities.
Power earned based on a person's technical knowledge, skill, or expertise in a particular area.
Power to distribute information as one sees fit.

9. What impact does a matrix organization have on project team development?

No impact at all
It complicates team development.
It simplifies team development.
It hinders team development completely.

10. Which of the following is not a process of project human resource management?

Organizational Planning
Staff Acquisition
Information Distribution
Team Development

11. A technique for resolving conflict in which the parties agree to have a neutral third party hear the dispute and make a decision is called:

Negotiation
Arbitration
Smoothing
Forcing

12. Which of the following is not an input into organizational planning?

Recruitment practices
Project interfaces
Staffing requirements
Constraints

13. Forcing, as a means to manage conflict:

Exerts one's view at the potential expense of another party.
Emphasizes areas of agreement while avoiding points of disagreement.
Establishes a lose-lose situation.
a and c

14. When should the project expeditor form of organization be used?

When the project is extremely important to the organization.
When a project's cost and importance are relatively low.
When the project manager has a lot of responsibility and accountability.
When the organization's primary source of revenue is derived from projects.

15. The belief that management's high levels of trust, confidence and commitment to workers leads to high levels of motivation and productivity on the part of workers is a part of which motivation theory?

Theory Y
Theory Z
Theory X
Contingency Theory

16. Which of the following is part of the expectancy theory of motivation?

Clear, specific, and challenging goals generally motivate team members.
Project managers should ensure that tasks assigned to project participants match their skills and the organizational climate is conducive to helping them meet their needs and achieving a sense of competence.
People tend to be highly productive and motivated if they believe their efforts will lead to successful results and that success will lead to personal rewards.
b and c
All of the above are part of the expectancy theory of motivation

17. Which of the following statements concerning compromise as a conflict resolution is false?

Neither party wins but both parties get some degree of satisfaction.
Important aspects of the project may be hindered in order to achieve personal objectives.
Compromise is generally considered a lose-lose situation.
A Definitive resolution is seldom achieved.

18. In which type of organization is team building likely to be most difficult?

Functional
Projectized
Matrix
Project expediter
Project coordinator

19. A document or tool which describes when and how human resources will be brought onto and taken off the project team is called a:

Staffing Management Plan
Responsibility Assignment Matrix (RAM)
Organizational Breakdown Structure (OBS)
Resource Assignment Chart

20. A tool which links the project roles and responsibilities to the project scope definition is called:

Scope Definition Matrix
Responsibility Assignment Matrix
Roles Assignment Matrix
Project Scope and Roles Matrix

21. Formal reporting and reviews violate the basic principles of project management because they

are customer based and not project based
do not appear on the project schedule
do not occur frequently enough to avoid surprises
must be reviewed by a central project authority before being forwarded to the customer and top management
none of the above

22. If more than several departments must be involved in a decision, use of a task force

should be considered
will undermine the authority and power of the project manager
can work as long as those on the task force are experts on the issue
all of the above

23. MBO usually involves

measurable and verifiable objectives
objectives set by the employee
self-appraisals by the employee
implementation throughout the organization
all of the above

24. Priorities in a matrix organization are ultimately set by

the project manager
the functional manager
upper management
a super project manager
C or D

25. Project management is an effective and powerful strategy and should be implemented in every organization

True
False

26. In a matrix organization, the project manager is likely to experience

conflict and difficult team building
a sharing of accountability
good customer relations
difficulty in getting the best workers assigned to the project
A, C, and D

27. Which of the following should not be considered as an effective and viable alternative to project management?

establishment of a lead division
direct control by top management
very clear definition of responsibility and authority
project coordinator
budgeting cost control

28. The key to achieving and maintaining success in the role of a project manager is the use of

formal authority
reward power
expert power
referent power
coercive power

29. W. Edwards Deming would likely say that a policy of ranking employees violates which basic quality principle

Focus on the process and not the individual
Guarantee lifetime employment
Establish objectives and goals
Assign 85% of the responsibility to management
None of the above

30. You have just been assigned as the project manager of a 15 year, 200 trillion dollar project to marry the first couple on Mars. In addition to buying a wedding present, you will probably want to describe which type of project organization in your management plan?

Functional
Expeditor
Matrix
Catering
Projectized

31. The difference between a strong and weak matrix is best described as

the effectiveness of the project manager in making his project successful
the project vs. functional influence in decision making
the project vs. functional balance in power and authority
B and C
all of the above

32. Which of the following roles is not appropriate for the project manager?

integrator
communicator
team leader
technical consultant
climate creator

33. Which of the following are appropriate motivation factors or reward systems?

achievement
responsibility
salary
recognition
personal aspirations

34. An employee evaluation appears on your desk that includes the following descriptions: skilled, specialty focused, strong technical background, filtered listener, limited experience in interfacing, avoids conflict, good at developing techniques and operates well in the management hierarchy. Your first thought is to consider this person for a position as a

Project Coordinator
Project Manager
Task Force Leader
Project Specialist
Technical Consultant

35. For an effective matrix organization, the level of the project manager should be at

least equal to the highest level of functional manager to be dealt with
the same level as a functional manager
the very top of the organization
the level of a super project manager
the level of a functional manager in a weak matrix, and a level above that in a strong matrix

36. As for any manager, the project manager's responsibilities, consist of the four basic functions of __________.

thinking, acting, directing, and reviewing
thinking, planning, controlling, and monitoring
planning, controlling, tracking, and acting
planning, doing, briefing, and reviewing
planning, organizing, leading, and controlling

37. The project manager should be assigned to a project in its early stages. This permits the project manager to participate in the __________ conducted by the __________.

planning; functional staff
planning; project team
feasibility study; project team
implementation; subcontractors
implementation; functional staff

38. The project manager leads a project team that is comprised of many different skills and disciplines. He must use an exceptional number of negotiating skills because he __________.

is expected to discuss all facts of the technical parameters of the project
will be leading individuals without having direct control over them
will encounter the shoptalk of each unique discipline
will be using these skills to keep from accepting additional work
is the chief contract negotiator for all project subcontracts

39. Most project managers are promoted from the __________ without having prior education and training in managerial functions.

administrative offices
financial offices
technical fields
functional areas
labor pool

40. The project manager is responsible for the project's interface management. The three types of interfaces to be managed are __________

mechanical, electrical, and material
human, machine, and fluid
personal, organizational, and system
software, hardware, and human
documented, undocumented, and other

41. Once established, the project integration process must be maintained through continuous, effective __________ across interfaces.

communication links
monitoring activities
report flow
bonding
conflict resolution

42. When appointed, a project manager has the inherent forms of legitimate power conveyed to him. The three forms of legitimate power are __________.

absolute, direct, and indict
direction, coordination, and liaison
formal, informal, and persuasive
formal, reward, and direct
formal, reward, and penalty

43. To further the objectives of the project, the project manager may possess two forms of power that are obtained through other than a formal appointment (legitimate power). These two forms of power are __________.

physical and mental
spiritual and emotional
expert and assumed
expert and referent
mental and emotional

44. The project manager is the primary interface with the customer for all projects and must be an effective communicator to convey the project's status. In this regard, the project manager should keep the customer informed of the status of the project's __________ progress.

construction, rebuild, and rework
timing, schedule, and deliver
cost, schedule, and quality / performance
quality / performance, control, and assurance
testing, performance, and delivery

45. The project usually has a high degree of conflict during its life cycle, and the project manager must be an effective manager of that conflict. The most common areas in which conflict will be realized are __________.

project office, functional divisions, field sites, and corporate offices
project priorities, personnel resources, technical issues, and scheduling issues
planning phase, implementation phase, execution phase, and close-out phase
team building, team integration, functional coordination, and customer coordination
individual team, vendor, and subcontractor management

46. The five types of conflict resolution are listed below and represent, in general order of importance, the methods a project manager should use to manage conflict. The one used most often by project managers to resolve conflict is __________.

confrontation
compromise
smoothing
forcing
withdrawal

47. Although the desirable traits and characteristics for a project manager may vary slightly between industries, a few common ones are universal, but one that is not universally desirable is __________.

works well with others
experienced in his technical field
a good negotiator
well-liked by project team
some supervisory experience

48. The process of getting a group of diverse individuals to work effectively together as a team is the definition of __________.

leadership
project management
the project manager's responsibilities
implementation
team building

49. Team building focuses on getting all members to contribute toward common goals to achieve synergism. Of the following characteristics, the one that is not compatible with team building is __________.

must pursue individual interests
must be interdependent
must have a reason to work together
must be committed to working together
must have a moderate level of competition and conflict

50. A team is often a collection of individuals vying with others for power, prestige, recognition, and personal autonomy, but never unity of purpose. The collection of people who are not a team is frequently characterized by __________.

team member frustration
excessive conflict and individual competition
unproductive meetings
lack of trust / confidence in the project manager
all of the above

51. In addition to improving the success rate for goal achievements, team building has many benefits for individuals, but one characteristic that is not a benefit of team building is __________.

clear organizational structure
improved monetary rewards
clear aims / goals
improved individual creativity
fewer people-problems

52. Team building, with all of its success orientation, may have some limitations under certain identified conditions. Two such conditions are __________.

poor project tools and lack of project planning
lack of top management support and too much supervision by top management
lack of top management support and an inept project manager
unproductive people on the project team and an inept project manager
shortage of funds for bonuses and overly trained personnel on project team

53. The role of the project manager has several different elements, implying that he is responsible for many activities, but one role that is not considered one of these responsibilities of a project manager is __________.

leader
project's technical director
system integrator
project advisor
project planner

54. A kick-off meeting is one of the best methods to get the project team started on the right path toward becoming an integrated group. Objectives of the kick-off meeting include __________.

introducing team members to one another
establishing working relationships within the team
setting goals and objectives for the team
identifying project problem areas
all of the above

55. In building team confidence in himself, a project manager should __________ with team members and avoid __________.

set limited times and opportunities for discussions; social contracts
encourage open conversations; politics
practice what he preaches; social contracts
encourage frank discussions; making promises
keep promises; being too open

56. Conflict within a project team can be avoided with prior planning and by maintaining effective communications between the project manager and the team. The most important information for the project manager to convey to the team is __________.

the schedule of paydays and holidays to permit planning for rest and relaxation
the system of rewards that permits recognition of team members through monetary or non-monetary awards
clear, unambiguous goals as to where the project is headed
that top management will not be interfering with this project as it usually does with other projects
that key decision have been made and how the key decisions impact the team

57. The project manager is the leader of the project team and needs to be foward-reaching in obtaining a consensus on an issue. However, it would be counterproductive to an attempted resolution of an issue if the project manager said, "__________"

Let's do this ...
Do we have some better information?
I believe we are saying ...
I have another subject to address if this is too difficult to solve now
I feel we can now come to agreement on this issue

58. Project managers often work 10 or more hours per day to fit the many activities into their professional schedule. There is a general agreement that all the professional time is not used as efficiently as possible. the major consumer of time, nearly two hours per day, is __________.

talking to top management
visiting the customer
attending project meetings
writing reports
visiting site locations

59. According to a 1981 survey, there are three categories (with average percentages) of a project manager's use of professional time: self-determined use (46.4%), others determine how to use (25.9%), and system determines how to use (27.7%). Project managers indicated a strong tendency to allocate time by self-determination, but they also indicated that their most serious cause of time conflicts was __________.

failing to organize sufficiently
poor planning
difficulty in saying no to people
spending too much time delegating and following up
the requirement to supervise inept project team members

60. Delegation of work to subordinates in a project gives the project manager more time to accomplish other tasks and plan the work for the future. To avoid delegating work, many project managers use the excuse __________.

"I already delegate enough work"
"Subjects are too confidential to involve others"
"My subordinates aren't sufficiently qualified"
"I can do it better"
all of the above

61. Theories of motivation and leadership give project managers a conceptual framework in which to operate, but practical skills are important in applying this knowledge. Skills most easily learned through group assignments and practical exercises include __________.

delegating and coordinating group activities
reaching a group decision
resolving conflict
conducting a meeting
all of the above

62. Project management organizations are designed to perform specific functions in the most efficient manner. the six major factors that should influence the development of a project management organization are type of structure, type of staffing, attitude toward risk, communications channels, __________.

type of industry, and type of project
project manager's desires, and client's wishes
people available, and top management's desires
project manager-client relations, and expectations of stakeholders
project manager's expectations, and top management's expectations

63. The project is often implemented by a matrix organization because the required specialists cannot be justified on a full-time basis. The use of a matrix organization __________ the apparent capabilities for marketing purposes and __________ the overall manpower fluctuations as the project progresses.

changes; reduces
reduces; maximizes
enhances; minimizes
minimizes; stabilizes
none of the above

64. The matrix organization reduces the part-time (functional) employee's anxiety about job security, but it has the adverse effect of giving the employee __________.

conflicting skill requirements
unstable tasking at the functional area
additional work hours commuting between jobs
two supervisors with possible conflicting requirements
additional work without the resources to accomplish it

65. The independent project organization is useful in having a dedicated staff reporting to the project manager and performing all functions for the project. The adverse side of this dedicated staff is that the project manager must __________.

make "busy" work for the staff during idle time
make use of the full-time staff for efficiency and productivity
loan the individuals to the functional organization during slack periods
frequently hire and fire people to maintain the correct skill balance for the required work
train the individuals in a new skill areas to ensure that work is accomplished

66. The independent project organization provides stability for the staff during execution of the project. From a personal viewpoint, the major concern of the staff is __________.

performing their assigned jobs well and improving individual skills
keeping the functional staff out of the project to preclude interference with the progress
minimizing the amount of work accomplished so the project will be extended
ensuring the budget is spent so the project will not have any residue of funds for re-allocation
having anxieties regarding their next assignment after the project is completed

67. A project organization may be highly structured to achieve benefits of efficiency. Two major contributors to the definition of a highly structured project organization are __________.

the organization chart is detailed, and individual names are assigned to the chart
the project manager is experienced, and full-time staff are assigned to the project
individuals know what is expected of them, and standards are well defined and understood
the project manager is dictatorial, and the staff works to only well-defined specifications
communications are handled only by the supervisory chain, and the liaison with third parties is conducted by formal correspondence

68. The open or loosely structured project organization does not rely on well-defined standards and procedures for guiding the work efforts. Therefore, this organization should be used for __________.

innovative or creative work with high-level professionals
routine work and with a new staff
production operations and with the construction industry
planning operations and with the functional staff
none of the above

69. The level of the reporting superior for the project manager is viewed as critical because it also implies the amount of interest and emphasis that the corporation places on the project. From a practical standpoint, when a project manager reports to a senior officer of the company, the project manager then has access to an individual with the __________ to resolve inter-project conflicts.

ability and resources
power and authority
will and desire
seniority and maturity
need and desire

70. Changes to the project staff are necessary because of personal desires and the re-allocation of resources to more critical projects. Planning for staff changes can ease the turbulence, and the project manager should look for replacement people who __________.

are new to a project environment and need to learn
are eager to please management and easy to please
will stay with the project until completion, regardless of their qualifications
better match the skill requirements than those being replaced
are more mature in the industry and understand the need to complete projects

71. Project planning is best accomplished by the project manager because he can be held completely responsible for executing the work. When the project manager is not involved in the planning, it is most likely that he will __________.

need time to adjust the plan to fit his concept of the project
quickly grasp and agree with the planning if top management directs the immediate implementation
not like the plan under any circumstance because it is the project manager's prerogative to develop the budget and schedule
not care whether the planning is flawed because he always has an excuse for any failure
have problems with the technical approach, schedule, or budget in the plan

72. There is a long-term need to develop individuals within a company to assume positions of leadership and greater responsibility. Comparing the functional and project organization, the opportunity for personnel development __________.

is greater in the project organization
is greater in the functional organization
cannot be determined between the two organizations
is greater in the project organization during the planning phase only
is greater in the functional organization when the individuals are allowed to matrix to a project

73. The title of project manager is universally used to identify the single person responsible for the accomplishment of work to meet a company's objectives for a defined area of work. Throughout the industries, the project manager's responsibilities __________.

are similar but are met through different practices
are similar and are met through similar practices
are similar for major responsibilities but different for the detailed practices to meet the responsibilities
are considerably different and follow the practices of the industry for meeting the responsibilities
are somewhat different but generally follow the same practices for meeting the responsibilities

74. The role of the project manager will differ depending upon whether he works for the owner (buyer), performing contractor, or supplier. The attributes and characteristics, however, are similar and include having __________.

recognized leadership skills with organizational ability
breadth of experience in related projects
ability to communicate and work with others
ability to obtain maximum input from team members
all of the above

75. The project manager's authority should be commensurate with the degree of assigned responsibility. Senior management should define the project manager's authorities and publicly announce them in either __________.

an informal meeting or the project kick-off meeting
the organization's communication organ or the local newspaper
the letter of appointment or the project charter
the project policy manual or the project execution manual
a special letter to the project manager or the letter of appointment

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