Project Management, 2e (Pinto) - Anvari.Net.doc

project management, 2e (pinto)chapter 6 project team building, conflict, and negotiation6.1 true/false1) team building and conflict management skills are two of the most important people skills that project managers can cultivate.answer: truediff: 1section: 6.0 introductionskill: factualaacsb tag: multicultural2) the first step in assembling a project team is to talk to potential team members.answer: falsediff: 2section: 6.1 building the project teamskill: factualaacsb tag: reflective3) if preferred project team members are not available, the project manager should notify top management of the consequences.answer: truediff: 2section: 6.1 building the project teamskill: conceptualaacsb tag: reflective4) project managers are best able to promote a sense of enthusiasm within the project team when they create an environment that is challenging, supportive, and personally rewarding.answer: truediff: 1section: 6.2 characteristics of effective project teamsskill: conceptualaacsb tag: reflective5) high turnover among project team members is a key element of success since new team members will bring fresh perspectives and ideas to the group.answer: falsediff: 1section: 6.3 reasons why teams failskill: factualaacsb tag: reflective6) project team productivity is at its peak during the norming phase of group development.answer: falsediff: 2section: 6.4 stages in group developmentskill: definitionaacsb tag: reflective7) the punctuated equilibrium model suggests that groups spend the majority of their time in stasis.answer: truediff: 3section: 6.4 stages in group developmentskill: factualaacsb tag: reflective8) cross-functional cooperation directly influences both the actual implementation of the project and the team members assessment that the project experience was worthwhile.answer: truediff: 3section: 6.5 achieving cross-functional cooperationskill: conceptualaacsb tag: reflective9) the two main challenges that virtual project teams face are building trust and establishing the best modes of communication.answer: truediff: 3section: 6.6 virtual project teamsskill: conceptualaacsb tag: reflective10) the behavioral view of conflict is that conflict has a negative effect on organizations.answer: falsediff: 2section: 6.7 conflict managementskill: definitionaacsb tag: reflective6.2 fill in the blank1) team building and conflict management are two of the more important and difficult _ that project managers can cultivate.answer: people skillsdiff: 1section: 6.0 introductionskill: factualaacsb tag: reflective2) the first step in assembling a project team is to study the work breakdown structure in order to _. answer: identify skillsdiff: 2section: 6.1 building the project teamskill: factualaacsb tag: reflective3) the project wouldnt have been possible without the combined efforts of its members from several different functional areas of the organization. each member contributed what he could and left other pieces of the puzzle to other members with the requisite skills. this reliance on the team was a classic example of _.answer: (productive) interdependencydiff: 2section: 6.2 characteristics of effective project teamsskill: conceptualaacsb tag: reflective4) a team that is firmly committed to achieving the projects goals is said to have a(n) _ orientation.answer: resultsdiff: 2section: 6.2 characteristics of effective project teamsskill: definitionaacsb tag: reflective5) the unnecessary project was a low priority for many members of the department. why bother to attend meetings or do anything if there was no opportunity for advancement. the team suffered a serious lack of _ and there was little that could be done to rectify it.answer: motivationdiff: 2section: 6.3 reasons why teams failskill: factualaacsb tag: reflective6) conflict begins as team members begin to resist authority and demonstrate hidden agendas during the _ stage of group development.answer: stormingdiff: 1section: 6.4 stages in group developmentskill: definitionaacsb tag: reflective7) a(n) _ is an overall purpose that is important to all functional groups involved, but whose attainment requires the resources and efforts of more than one group.answer: superordinate goaldiff: 2section: 6.5 achieving cross-functional cooperationskill: factualaacsb tag: reflective8) _ reflects the fact that different functional departments develop their own mindsets and value systems that can conflict with those of other departments.answer: differentiationdiff: 2section: 6.7 conflict managementskill: definitionaacsb tag: reflective9) a(n) _ encourages conflict in an organization because it keeps an organization from stagnating.answer: interactionistdiff: 2section: 6.7 conflict managementskill: factualaacsb tag: reflective10) confrontation and defusion are two approaches to _.answer: mediationdiff: 2section: 6.7 conflict managementskill: factualaacsb tag: reflective6.3 multiple choice1) project management people skills include:a) team building.b) scheduling.c) budgeting.d) project evaluation.answer: adiff: 1section: 6.0 introductionskill: factualaacsb tag: reflective2) the first step in assembling a project team is to:a) talk to potential team members.b) identify the required skills.c) negotiate with the functional supervisor.d) notify top management.answer: bdiff: 2section: 6.1 building the project teamskill: factualaacsb tag: reflective3) which two steps of project team building are out of sequence?a) you always identify skills before you identify people.b) you always negotiate with the functional supervisor before you negotiate with top management.c) you always negotiate with the functional supervisor before you talk to potential team members.d) you always identify personnel before you talk to potential team members.answer: cdiff: 2section: 6.1 building the project teamskill: factualaacsb tag: reflective4) a project manager can identify the skills needed for the project from the:a) departmental personnel listings.b) project budget.c) stakeholder meeting.d) work breakdown structure.answer: ddiff: 1section: 6.1 building the project teamskill: factualaacsb tag: reflective5) most project resources are negotiated with:a) project managers.b) potential team members.c) top management.d) external stakeholders.answer: adiff: 1section: 6.1 building the project teamskill: factualaacsb tag: reflective6) if a functional manager will not release the resources you need as project manager, your best course of action is to:a) adjust project schedules and priorities accordingly.b) try to negotiate for partial assistance.c) notify top management of the consequences.d) update your resume.answer: adiff: 2section: 6.1 building the project teamskill: conceptualaacsb tag: reflective7) with a failure to secure personnel releases from functional managers, a project manager should:a) proceed as originally planned.b) abandon the project.c) adjust schedules and scope documents.d) relinquish project leader status.answer: cdiff: 2section: 6.1 building the project teamskill: conceptualaacsb tag: reflective8) a key determinant of project success is a:a) rapidly assembled team.b) slowly assembled team.c) project leader voted on by the team.d) clear project mission.answer: ddiff: 2section: 6.2 characteristics of effective project teamsskill: factualaacsb tag: reflective9) the best source of troubleshooting for problems is the:a) project team.b) project manager.c) project customer.d) project champion.answer: adiff: 2section: 6.2 characteristics of effective project teamsskill: factualaacsb tag: reflective10) productive interdependencies hinge upon:a) the project managers role as the hub of the team with all team members as spokes.b) the degree of knowledge the team members have and the importance they attach to interrelatedness of efforts.c) the cohesiveness of the project teams supply chain and the degree of assistance they render the project team.d) the support the key stakeholders offer to the overall project success.answer: bdiff: 1section: 6.2 characteristics of effective project teamsskill: factualaacsb tag: reflective11) the study group that philip had formed in his first mba class had gotten him through his management science course; of that there could be no question. now as he neared the end of his mba he reflected on how team members had chosen courses together each semester, keeping the study group intact and keeping themselves one step ahead of their classmates. his mba project team had:a) trust coming out of their ears.b) cohesiveness in spades.c) an overabundance of enthusiasm.d) a plethora of results orientation.answer: bdiff: 1section: 6.2 characteristics of effective project teamsskill: definitionaacsb tag: reflective12) trust based on a persons competence would be summarized by this team members affectionate statement towards another team member.a) i trust you to honor your commitments.b) does it feel right to allow you to make this decision?c) i trust you to be able to accomplish this task.d) i trust you to do the right thing.answer: cdiff: 1section: 6.2 characteristics of effective project teamsskill: factualaacsb tag: reflective13) the key to creating the energy and spirit that drives effective project efforts is:a) results orientation.b) trust.c) cohesiveness.d) enthusiasm.answer: ddiff: 1section: 6.2 characteristics of effective project teamsskill: factualaacsb tag: reflective14) the semester project was due at 8:00 a.m. the next day and as the sun rose swiftly in the east, the team of four graduating seniors held their collective breath. if their database project worked (and why wouldnt it, they had begun early yesterday afternoon) they would complete their quest and graduate in a week with their shiny diplomas in mis. their drive to finish the project with a quality work was clear testament to their:a) results orientation.b) trust.c) cohesiveness.d) enthusiasm.answer: adiff: 1section: 6.2 characteristics of effective project teamsskill: conceptualaacsb tag: reflective15) cletus thought they were draining the swamp, but ace was convinced they were better off building a bridge across it. their project team was doomed to failure owing to their:a) poorly defined team roles.b) unclear goals.c) lack of motivation.d) poorly defined team interdependencies.answer: bdiff: 1section: 6.3 reasons why teams failskill: conceptualaacsb tag: reflective16) all of the members of the ladies circle were horrified when each of them arrived at the parish hall with 20 gallons of potato salad. it was all quite delicious but wasnt the well-balanced spread they customarily set out. the potato salad disaster of 89 was passed from generation to generation along with a stern warning to:a) make sure that every team member is motivated.b) make sure that project goals are clear.c) make sure that project team roles are clear.d) make sure that turnover is low.answer: cdiff: 2section: 6.3 reasons why teams failskill: conceptualaacsb tag: reflective17) the department chair had allotted plenty of time for all department (and project) members to prepare sections of their five-year program review. administration demanded no less than 50 pages be devoted to a thorough and thoughtful review of activities and goals. what happened to the report was anybodys guess; no one had actually seen one or ever heard back from administration once they had submitted it. most of the project team members thought the report was immediately sent to the steam tunnels running underneath the campus or perhaps it would sit collecting dust as part of a make-work program to justify an assistant vps job. no wonder that team meetings were poorly attended and that all the sections of the report were filled with trite phrases and wide margins. this team suffers from:a) tenure.b) poorly developed goals.c) poorly defined team interdependencies.d) lack of motivation.answer: ddiff: 2section: 6.3 reasons why teams failskill: conceptualaacsb tag: reflective18) the deans laissez faire attitude hit its zenith when he had missed five department chair meetings in a row despite the pressing needs of the mba curriculum revision team. no one was sure what to do so they did nothing, and the mba program remained as it had always been as the revision team slunk back to their offices. if only there had been:a) better leadership, the project might have succeeded.b) less turnover among project members, the project might have succeeded.c) a clear goal, the project might have succeeded.d) more motivation among team members, the project might have succeeded.answer: adiff: 2section: 6.3 reasons why teams failskill: conceptualaacsb tag: reflective19) the project teams office needed a revolving door to facilitate the influx and outflow of personnel. team members needed name tags to keep track of who was who and what their duties were. the project was jeopardized by:a) poor leadership.b) high turnover.c) lack of team motivation.d) poor communication among team members.answer: bdiff: 1section: 6.3 reasons why teams failskill: conceptualaacsb tag: reflective20) disruptive acts or some project team members due to personality issues, hidden agendas, or interpersonal problems are categorized as:a) poor communication.b) lack of motivation.c) dysfunctional behavior.d) poor leadership.answer: cdiff: 1section: 6.3 reasons why teams failskill: definitionaacsb tag: reflective21) team members get to know each other in the:a) adjourning stage of group development.b) storming stage of group development.c) performing stage of group development.d) forming stage of group development.answer: ddiff: 1section: 6.4 stages in group developmentskill: definitionaacsb tag: reflective22) conflict begins as team members begin to resist authority and demonstrate hidden agendas and prejudices in the:a) storming stage of group development.b) performing stage of group development.c) forming stage of group development.d) norming stage of group development.answer: adiff: 1section: 6.4 stages in group developmentskill: definitionaacsb tag: reflective23) everyone in the tagi tribe agreed to vote out gervasse at the next tribal council. their 39-day project to make it to the final four together was two steps away from completion. this project group is in the:a) storming stage of group development.b) performing stage of group development.c) forming stage of group development.d) norming stage of group development.answer: bdiff: 1section: 6.4 stages in group developmentskill: conceptualaacsb tag: reflective24) it appeared that everyone on the project team was finally on board; jim would bring the doughnuts to all team meetings and jenny would make the coffee. fully caffeinated and on a sugar high, the team was coming together and fully committed to the project development process. the team was now planted firmly in the:a) storming stage of group development.b) forming stage of group development.c) norming stage of group development.d) performing stage of group development.answer: cdiff: 1section: 6.4 stages in group developmentskill: definitionaacsb tag: reflective25) our work here is done, the project leader shouted as he surveyed the scene. go home and reflect on what youve accomplished and ill see you at the world premier once were all immortalized in a feature length movie. this project team is in the:a) forming stage of group development.b) norming stage of group development.c) performing stage of group development.d) adjourning stage of group development.answer: ddiff: 1section: 6.4 stages in group developmentskill: conceptualaacsb tag: reflective26) the role of the team leader is to create structure and set the tone for future cooperation and positive team attitudes in the:a) forming stage of group development.b) norming stage of group development.c) performing stage of group development.d) adjourning stage of group development.answer: adiff: 1section: 6.4 stages in group developmentskill: factualaacsb tag: reflective27) the forming stage of group development is sometimes called the:a) storming stage.b) foundering stage.c) newbie stage.d) jehosephat stage.answer: bdiff: 2section: 6.4 stages in group developmentskill: definitionaacsb tag: reflective28) an unwritten rule of behavior is a(n):a) law.b) codicil.c) norm.d) ethic.answer: cdiff: 1section: 6.4 stages in group developmentskill: definitionaacsb tag: reflective29) gersicks model for team development rejects the standard model in favor of something called:a) forming-storming-norming-performing-adjourning.b) directed chaos.c) the golden rule.d) punctuated equilibrium.answer: ddiff: 2section: 6.4 stages in group developmentskill: definitionaacsb tag: reflective30) the punctuated equilibrium model of team development says that:a) cataclysmic events promote growth afte