Chapter 10: The Project Manager
78. Effective negotiations strengthen relationships, not erode them.
a. True
b. False
79. Good project managers manage their time well.
a. True
b. False
80. Project managers must have self–discipline, be able to prioritize, and show a willingness to delegate.
a. True
b. False
81. Interview project managers who have skills that you want to develop in yourself to develop the skills necessary to
be an effective project manager.
a. True
b. False
Chapter 10: The Project Manager
82. Conduct a self–evaluation, and learn from your mistakes to be an effective project manager.
a. True
b. False
83. Get a mentor to develop the skills necessary to be an effective project manager.
a. True
b. False
84. Participate in education and training programs to develop the skills necessary to be an effective project manager.
a. True
b. False
85. Join organizations, such as the Project Management Institute to develop the skills necessary to be an effective
project manager.
a. True
b. False
Chapter 10: The Project Manager
86. Read — subscribe to journals or look up articles related to the skills you want to develop — to develop the skills
necessary to be an effective project manager.
a. True
b. False
87. Volunteer — contribute to the community or a specific cause and try your hand at developing leadership skills — to
develop the skills necessary to be an effective project manager.
a. True
b. False
88. Learning and development are lifetime activities, there’s no finish line.
a. True
b. False
89. Effective delegation requires effective communication skills.
a. True
b. False
Chapter 10: The Project Manager
90. The project manager should tell the individuals how to do the task.
a. True
b. False
91. How to do the task should be left up to the individuals so that they can be creative.
a. True
b. False
92. A common barrier to effective delegation is that the project manager has a personal interest in the task or thinks
she can do it better or faster herself.
a. True
b. False
93. A common barrier to effective delegation is that the project manager has confidence in the capability of others to
do the work.
a. True
b. False
Chapter 10: The Project Manager
94. A common barrier to effective delegation is that the project manager is afraid that he will lose control of the work
and not know what is going on.
a. True
b. False
95. A common barrier to effective delegation is that the team members fear criticism for mistakes or lack self-
confidence.
a. True
b. False
96. Despite the best laid plans, changes will still occur.
a. True
b. False
97. Open communication and a climate of trust are prerequisites for introducing change, reducing resistance to change,
and gaining commitment to the change.
a. True
b. False
Chapter 10: The Project Manager
98. If possible, the project manager should have project team members not participate up front in the decision to
change.
a. True
b. False
99. It is the responsibility of the to make sure that the customer is satisfied that the work scope is completed in a
quality manner, within budget, and on time.
a. project manager
b. stakeholders
c. project team members
d. project authority
100. The project manager has primary responsibility for in planning, organizing, and controlling the work effort to
accomplish the project objective.
a. doing the paperwork
b. making all the decisions
c. providing leadership
d. impeding
Chapter 10: The Project Manager
101. The project manager coordinates the activities of the to ensure that they perform the right tasks at the proper
time, as a cohesive group.
a. stakeholders
b. various team members
c. suppliers
d. project sponsor
102. The project manager clearly defines the project objective and reaches agreement with the on this objective.
a. customer
b. stakeholders
c. suppliers
d. project team
Chapter 10: The Project Manager
103. The project manager communicates the objective to the project team in such a manner as to create a vision of
a. how much the project is going to cost.
b. the amount of work each member will have to do.
c. what will constitute successful accomplishment of the objective.
d. the number of meetings necessary during the project.
104. The spearheads development of a plan to achieve the project objective.
a. customer
b. project team
c. primary stakeholder
d. project manager
105. The project manager reviews the plan with the customer to gain endorsement and then sets up a project
management information system for
a. recording the plan.
b. solidifying the agreement of the plan.
c. comparing actual progress to planned progress.
d. using technology to appear competent.
Chapter 10: The Project Manager
106. involves securing the appropriate resources to perform the work.
a. Organizing
b. Initiating
c. Planning
d. Fostering
107. The must decide which tasks should be done in-house and which tasks should be done by subcontractors or
consultants.
a. stakeholders
b. project manager
c. project sponsor
d. project team
108. If actual progress falls behind planned progress or unexpected events occur, the project manager
a. watches to see what happens.
b. takes immediate action.
c. alerts the sponsor and asks for more funds.
d. has an immediate meeting with the project stakeholders.
Chapter 10: The Project Manager
109. People are not born with the skills needed to be effective project managers; rather
a. they are assigned the task even if not have the skills.
b. they are given the skills.
c. they develop those skills.
d. they are innate.
110. There to develop the skills necessary to be an effective project manager.
a. are various ways
b. are limited ways
c. is only one way
d. are no ways
Chapter 10: The Project Manager
111. Gain experience is one of the ways to develop the skills necessary to be an effective project manager. Which of the
following statements is false?
a. Each project presents a learning opportunity.
b. Limit project experiences to only those tasks that you can do well.
c. Projects aren’t all the same.
d. Work on as many projects as you can.
112. is one of the ways to develop the skills necessary to be an effective project manager.
a. Learn from others
b. Talk to groups
c. Limit exposure to other project teams
d. Receive a single journal subscription
Chapter 10: The Project Manager
113. involves empowering the project team to achieve the project objective and empowering each team member to
accomplish the expected results for his or her area of responsibility.
a. Consignment
b. Facilitation
c. Authorization
d. Delegation
114. is the act of allowing individuals to successfully carry out assigned tasks.
a. Consignment
b. Facilitation
c. Authorization
d. Delegation
Chapter 10: The Project Manager
115. implies more than just assigning tasks to specific members of the project team. It includes giving team
members the responsibility to accomplish job objectives and the authority to make decisions and take actions to
achieve the expected results, as well as accountability for accomplishing those results.
a. Consignment
b. Facilitation
c. Authorization
d. Delegation
116. involves selecting the project team members who are best qualified to perform each task and then
empowering them to do it.
a. Consignment
b. Facilitation
c. Authorization
d. Delegation
Chapter 10: The Project Manager
117. The project manager has the responsibility for in terms of specific results.
a. providing a clear understanding of what is expected
b. telling project team members how to perform
c. detailing the specific actions
d. limiting the actions of the project team
118. Effective delegation requires that the project manager have
a. control over the project team.
b. confidence in each member of the project team.
c. self-confidence and arrogance.
d. power to force action.
119. The one thing that you can be sure will happen during a project is
a. change.
b. the project plan will remain.
c. the scope of the project will not creep.
d. decisions will stand.
Chapter 10: The Project Manager
120. may be: initiated by the customer, initiated by the project team, caused by unanticipated occurrences during
the performance of the project, or required by the users of the project results.
a. Reports
b. Changes
c. Project planning
d. Project scope documentation
121. An important aspect of the project manager’s job is to manage and control
a. how the project team completes tasks.
b. how stakeholders feel about the project.
c. the customer‘s financial situation.
d. changes.
Chapter 10: The Project Manager
122. Generally, the in the project that changes are identified, the their effect on accomplishing the project
objective.
a. later, greater
b. later, lesser
c. earlier, greater
d. earlier, more severe
123. The aspects most likely to be affected by project changes are
a. the project resources and assignments.
b. the project quality and constraints.
c. the project budget and the completion date.
d. the project risk and customer satisfaction.
Chapter 10: The Project Manager
124. At the start of the project, procedures need to be established regarding how changes will be
a. initiated.
b. documented and authorized.
c. compensated.
d. presented.
125. The change management procedures must cover communication between the and the customer and between
the and the project team.
a. project manager, project manager
b. stakeholders, project manager
c. project manager, customer
d. stakeholders, customer
Chapter 10: The Project Manager
126. Whenever a customer requests changes, the project manager should
a. do a quick estimate and say if the change is ok or not.
b. have the appropriate project team members estimate the effects on the project cost and schedule.
c. stop the project’s progress.
d. ignore the request and deliver the product promised.
127. The project manager needs to be sure that won’t casually agree to changes that may require additional
person-hours.
a. team members
b. stakeholders
c. the customer
d. organizational management
Chapter 10: The Project Manager
128. Some changes become necessary as a result of , such as an early snowstorm that slows down the
construction of a building.
a. predicted events
b. risk responses
c. unanticipated occurrences
d. negligence
129. Describe at least three potential subjects of negotiations in which a project manager would participate for a project.