Leadership: Being an Effective Project Manager MCQ

Leadership: Being an Effective Project Manager

1. Project success or failure often depends upon the contributions of all of the following except_______.

A. Customers

B. Suppliers

C. Contractors

D. Competitors

E. Top management

2. 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. All of these are part of leadership

3. 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

4. Well-defined projects that encounter no significant surprises require little_______.

A. Management

B. Leadership

C. Monitoring

D. Corrective action

E. All of these are only required to a minor extent

5. 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

6. 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

7. 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

8. Groups 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

9. The closest relationships in a project network of relationships are with_____.

A. Other project managers

B. Project sponsors

C. Top management

D. Customers

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

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

12. The old-fashion view of managing projects emphasized which of the following?

A. Planning

B. Directing

C. Controlling

D. Both B and C are correct

E. A, B, and C are all correct

13. The new perspective of project management emphasizes which of the following?

A. Financial control

B. Managing project stakeholders

C. Schedule/cost trade-offs

D. Both A and B are correct

E. A, B, and C are all correct

14. 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

15. In terms of commonly traded organizational currencies, vision, excellence, and ethical correctness are part of ______ related currencies.

A. Task

B. Position

C. Inspiration

D. Relationship

E. Personal

16. 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

17. In terms of commonly traded organizational currencies, acceptance, personal support, and understanding are part of _______ related currencies.

A. Task

B. Position

C. Inspiration

D. Relationship

E. Personal

18. 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

19. In terms of commonly traded organizational currencies, learning, ownership, and gratitude are part of ______ related currencies.

A. Task

B. Position

C. Inspiration

D. Relationship

E. Personal

20. 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

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

22. In the Snapshot from Practice "Managing Expectations", one of the key aspects to project success was stated to be the managing of stakeholder________.

A. Relations

B. Expectations

C. Involvement

D. Influence

E. Input

23. 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

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

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

26. Unlike project leadership, project management is about coping with_______.

A. Change

B. Aligning people to any new directions

C. Monitoring results against plans

D. Recognizing the need to alter plans

E. All of these are part of project management

27. In a survey of project managers, approximately what percentage reported that they encountered ethical issues in their work?

A. 22 percent

B. 40 percent

C. 65 percent

D. 81 percent

E. 100 percent

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

29. Which of the following is not one of the distinguishing traits of character?

A. Openness

B. Consistency

C. Empathetic

D. Sense of purpose

E. Hard work

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

31. Management is about coping with complexity; ________ is about coping with change.

a. leadership

32. A popular metaphor for the role of a project manager is that of ________.

a.conductor

33. ________ naturally compete with each other for resources and the support of top management.

a. Project managers

34. ________ champion the project and uses their influence to gain approval of the project.

a. Project sponsors

35. ________ define the scope of the project, and ultimate project success rests in their satisfaction.

a. Customers

36. Networks are mutually beneficial alliances that are generally governed by the law of ________.

a. reciprocity

37. In the organizational currency of _______ related influence comes directly from the project manager's ability to contribute to others accomplishing their work.

a. task

38. In the organizational currency of _______ related influence comes directly from the project manager's ability to enhance others' positions within the organization.

a. position

39. Perhaps the most powerful form of organization currency is based upon ________.

a. inspiration

40. The essence of the ________ related form of organization currency is forming a relationship that transcends normal professional boundaries and extends into the realm of friendship.

a. relationship

41. The ______ related form of organization currency deals with individual needs and an overriding sense of self-esteem.

a. personal

42. In building a social network it is always better to ________ the dependencies on which the success of a project is based.

a. overestimate

43. In the ________ style of management, managers spend the majority of their time outside their offices.

a. management by wandering around (MBWA)

44. All stakeholders have ________ about the schedule, cost, and project benefits that the project manager needs to listen for, understand, and manage.

a. expectations

45. Research consistently points out that project success is strongly affected by the degree to which a project has the support of ______.

a. top management

46. The Ancona and Caldwell research identified ________ activities as aimed at representing the team to others and protecting the team from interference.

a. ambassador

47. The Ancon and Caldwell research identified ________ activities as those where the manager goes out from the team to bring back information about what else is going on in the organization.

a. scout

48. In the ________ management style, the project manager's behavior symbolizes how other people should work on the project.

a. leading by example

49. In a survey of project managers, 81 percent reported that they encounter ________ issues in their work.

a. ethical

50. Successful project managers not only need to be influential, they also need to exercise influence in a manner that builds and sustains the ________ of others.

a. trust